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MARINE CORPS VALUES AND LEADERSHIP

USER'S GUIDE

FOR

DISCUSSION LEADERS

(USER'S GUIDE TO MARINE CORPS VALUES)

UNITED STATES MARINE CORPS

MARINE CORPS VALUES AND LEADERSHIP

USER'S GUIDE
FOR

DISCUSSION LEADERS

(USER'S GUIDE TO MARINE CORPS VALUES)

DIRECTOR MARINE CORPS RESEARCH CENTER
ATTN COLLECTION MANAGEMENT (C40RCL)
MCCOC

2040 BROADWAY ST
QUANTICOVA 22134-5107

TABLE OF CONTENTS
Chapter Page

TABLE OF CONTENTS i

FOREWORD iii

INTRODUCTION iv

1 DISCUSSION LEADING TECHNIQUES 1-1

2 MARINE CORPS CORE VALUES 2-1

3 CORE VALUES 3-1

4 CORE VALUES: PROFESSIONALISM AND ETHICS 4-1

5 ETHICAL LEADERSHIP 5-1

6 RIGHT -VS- WRONG 6-1

7 MENTORING 7-1

8 SUBSTANCE ABUSE 8-1

9 SEXUAL HARASSMENT 9-1

10 EQUAL OPPORTUNITY 10-1

11 FRATERNIZATION 11-1

12 CUSTOMS AND COURTESIES 12-1

13 USMC COUNSELING PROGRAM 13-1

14 PROFESSION OF ARMS 14-1

15 FOUNDATIONS OF LEADERSHIP 15-1

16 PHILOSOPHY OF LEADERSHIP 16-1

17 LEADERSHIP ROLES 17-1

TABLE OF CONTENTS

18 LEADER STYLES 18-1

19 LEADER AND FOLLOWER 19-1

2 0 DEVELOPING SUBORDINATE LEADERS 2 0-1

21 COMBAT LEADERSHIP 21-1

22 PROFILES IN COURAGE 22-1

2 3 LEADERSHIP TRAINING 23-1

24 DISCUSSING FAMILY READINESS 24-1

DEFINITIONS A-l

FOREWORD

"...A sound body is good; a sound mind is better; but a strong and clean character is
better than either."

Theodore Roosevelt
Address at Groton, Mass., 24 May 1904

The United States Marine Corps is the world's premier fighting force. More than 220
years of success and tradition have helped carve a place for Marines in the hearts of Americans.
We epitomize that which is good about our nation and personify the ideals upon which it was
founded. Generation after generation of American men and women have given special meaning to
the title United States Marine.

The Nation expects more of the Marine Corps than just success on the field of battle.
America requires its Marines to represent her around the globe as a symbol of the might, resolve,
and compassion of our great country. Feared by enemies, respected by allies, and loved by the
American people, Marines are a "special breed." This reputation was gained through and is
maintained in a set of enduring core values that form the bedrock and heart of our character.

Ensuring that today's Marines uphold the legacy of those who have gone before begins at
the recruit depots and Officer Candidates' School. Here we undertake the transformation of
young Americans into Marines, and ultimately into contributing citizens in our communities in a
unique and indelible way.

From our earliest days as Marines, we are taught that the Marine Corps is a special team —
a family. Just as the family should play a major role in the upbringing of children, the Marine
Corps embraces this noble responsibility in the "upbringing" of Marines in the Marine family.

Part of belonging to the Marine team and family involves incorporating the values of that
team into the daily lives of each of its members. We all understand, and must subscribe to, our
Corps values: honor, courage, commitment. There are other values which we honor as defenders
of the constitution: the ideals of democracy, fairness, faith, and freedom. These values and the
basic concept of right and wrong, are cornerstones in building Marines. These basic values are
the "anchor points" of many of the lessons contained in this guidebook.

This discussion guide also contains numerous lessons on leadership. Leaders at all levels
are charged with instilling the lessons of our heritage and inculcating and reinforcing the values
that define our unique character. Just as our values set us apart, our leadership is at the heart of
why Marines enjoy a reputation that is unparalleled among those practicing the profession of
arms.

This publication is a tool to assist leaders in instilling and sustaining the lessons of values
and leadership. I charge leaders from the fire team leader to the force commander to use these
lessons in their efforts to ensure that today's and tomorrow's Marines continue to reflect the very
best of the legacy of yesterday's Marines.

R. R. BLACKMAN, JR.
President, Marine Corps University

iii

INTRODUCTION

The User's Guide to Marine Corps Values is to be used as a tool to help ensure that the
values of the Corps continue to be reinforced and sustained in all Marines after being formally
instilled in entry level training. This document is a compendium of discussion guides developed
and used by Marine Corps formal schools. The guides are part of the formal inculcation of values
in young Marines, enlisted and officer, during the entry level training process. This guide is
designed to be used as a departure point for discussing the topics as a continuation of the process
of sustaining values within the Marine Corps.

The User's Guide also serves as a resource for leaders to understand the "talk" and the
"walk" expected of them as leaders. New graduates of the Recruit Depots and The Basic School
have been exposed to these lessons and expect to arrive at their first duty assignments and MOS
schools to find these principles and standards exhibited in the Marines they encounter. Leaders
must remember that as long as there is but one Marine junior to them, they are honor bound to
uphold the customs and traditions of the Corps and to always "walk the walk and talk the talk."
We are the "parents" and "older siblings" of the future leaders of the Marine Corps. America is
depending on us to ensure the Marines of tomorrow are ready and worthy of the challenges of this
obligation.

Teaching, reinforcement, and sustainment of these lessons can take place in the field,
garrison, or formal school setting. Instructional methodology and media may vary depending on
the environment and location of the instruction. However, environment should not be considered
an obstacle to the conduct or quality of the instruction. This guide has been developed as a
generic, universal training tool that is applicable to all Marines regardless of grade. Discussion
leaders should include personal experiences that contribute to the development of the particular
value or leadership lesson being discussed.

The Marine Corps University (MCU) is interested in your thoughts on this publication.
You are encouraged to contribute to this evolutionary and living process for instilling values in
Marines. Every Marine is part of the process. Therefore, if you have developed successful
discussion guides, lessons, or you would like to provide input into existing guides, the point of
contact at MCU is the Director, Operations and Policy, DSN 278-2260/5050, commercial (703)
784-2260/5050, fax -5916. You may also visit the Marine Corps University Homepage on the
World Wide Web at http://WWW-MCU.MOG.USMC.MIL

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

DISCUSSION LEADING TECHNIQUES

1. Introduction . During any period of instruction, it is
important that you, as the instructor, gain the attention of your
students and provide a sense of enthusiasm and a desire to learn.
If you use slides or other media, describe how this media will
help to gain student's attention. Use an attention gainer that
is related to your class. Once you have gained their attention
you must sell your lesson. Tell your students why it is
important for them to listen to your lesson. The instructor must
impress upon the students their need to know the material. If
the instructor can generate in each student a sense of personal
involvement with the material, mastery of the subject matter will
be made easier. Generate interest in your group by being
enthusiastic about your topic. This will stimulate and motivate
the students .

2. Overview . The purpose of this instruction is to explain how
to lead a guided discussion.

3. References . Not applicable.

4. Discussion Leader Notes. Not applicable.

5 . Discussion

a. Know when to use a guided discussion as stated in this
lecture .

b. Know the advantages and disadvantages of using the guided
discussion as a training technique.

c. Know the tasks of the discussion leader prior to and
during the discussion.

6. Methods /Media . The following points outline how to conduct a
guided discussion:

a. What is a guided discussion? To have a guided discussion
you need:

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(1) A leader. This person controls the discussion and
makes sure all group members become active Participants.

(2) A desired outcome or goal. This can be a solution
to a problem, covering a topic, or something else.

(3) A structure. Certain points need to be covered.
Sometimes they need to be covered in a certain order or sequence.
The leader controls the structure.

b. When do you use a guided discussion?

(1) If you are instructing a small group (up to 20) all
at once, you can use guided discussions often. Sometimes guided
discussions take more preparation, patience, and mental quickness
on your part than other kinds of instruction. But it can make
your job of teaching much easier. Below are some steps to follow
to make sure your Marines learn. Guided Discussions help you do
every one of them and all at the same time.

(a) Allow practice. Practice may be the most
important part of learning. In guided discussions, the members
are always practicing by repeating and thinking about what they
know and learning from experiences of others.

(b) Determine Marine's strengths and weaknesses.
When you conduct good guided discussions, you know whether your
Marines are studying and whether they know what they are supposed
to know; and you know it now!

(c) Involve all discussion group members actively.
In guided discussions, everyone participates and that means more
than saying "Yes" or "No," or agreeing or disagreeing.

(d) Motivate your Marines. Part of being
motivated is feeling part of the situation. When your group
members participate, the instruction relates to them. It is
automatically part of their life.

(2) The principal two factors you face in conducting
guided discussions are time and group size. It usually takes
longer to conduct a discussion of a subject than to lecture about
it. Also, guided discussions work best with small groups.

(3) When should you choose guided discussions?
Consider this example: Imagine if you were assigned to give a

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class on "Survival at Sea" and your student group included
members of a Marine amphibious assault team, a Navy submarine
crew member, and a Navy fighter pilot. All these individuals are
concerned with survival in the ocean because they deploy aboard
ships . How would you train them? It depends on the purpose of
the instruction.

(a) Example 1: If the purpose of the instruction
is simply to identify and describe essential survival items, a
lecture and demonstration of the articles might be sufficient.

(b) Example 2: If the purpose is to have the
feeling of being on a raft for two days, then experience might be
best .

(c) Example 3: If the purpose is to discuss the
mental preparation for coping with different situations, the
guided discussion might be best.

(4) In each of the examples, we used the word might.
That's because there is another thing you need to think about.
Guided discussions are dependent on the group members. What
experiences do the members bring to the group? In the previous
example, the members could probably go on talking forever. They
have experiences similar to the topic, like living in the water,
being alone, and so on. But what if the group were made up of
recruits? Perhaps a lecture would be better because this group
may have little or no experience on the subject.

(5) Some groups will "teach" themselves; others may
have very little to say; still other groups may require a mixture
of discussion and lecture by the discussion leader, though the
lecture would be disguised as simply input from the discussion
leader. As a resource person, the discussion leader must be
prepared to stimulate discussion, to provide direction, and to
get the most out of the time being spent. Without the discussion
leader's expertise and guidance, a group can flounder and end up
in just another bull session.

c. What are the advantages of guided discussions?

( 1 ) Groups usually have more resources than
individuals . Varying backgrounds and experiences, ensure new or
different approaches.

( 2 ) Group members are motivated by the presence of
others . It's natural that a Marine wants to look good in front

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of a group. A desire to impress the group motivates each group
member .

( 3 ) Group members may feel a stronger commitment and
esprit de corps. When your Marines solve their own problems or
contribute to the unit's success, they tend to be more motivated
to accomplish the tasks.

( 4 ) Participation leads to increased understanding.
New ideas, thoughts, opinions, or approaches will increase each
Marine's knowledge and skill level. Informed Marines do better
than those wearing blinders.

( 5 ) Members acquire or improve communication skills
useful in other situations. By discussing any issue, problems,
requirements, or plan, you gain more information, new insights
and knowledge, and an increased ability to analyze the situation
and formulate a course of action.

( 6 ) Members teach each other by discussing their
experiences . The real learning experience comes from listening
and participating as a group member.

d. What are the disadvantages of guided discussions?

(1) More time consuming than other methods. Any time
you open a subject up for discussion by your Marines it will take
time .

( 2 ) Discussion can suppress convictions . I f you
express your feelings on a subject first and then ask
subordinates to give their opinions or views, you will probably
get your opinions and views right back. The leaders' opinions
and group pressure may suppress opinions.

(3) Discussion may substitute talk for action. Talking
about "How to solve a problem" is not enough. You must be
prepared to take action based on the group's impact. Don't say
you will do something or change something unless you truly can.
Marines want action, not talk.

e. Tasks of the Discussion Leader prior to the discussion.

(1) Select appropriate subject. Commanders select
subjects to be taught based on the needs of their Marines, such
as discipline, ethics, why the 292 antenna was put up wrong, why

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the maintenance on the MRC110 is unsat . The subject can be
selected in advance or on the spot.

(2) Select appropriate training objectives. Decide
what there is about the subject you want your Marines to master.

( 3 ) Acquire knowledge and understanding of the subject
matter . General D.M. Shoup, 22nd Commandant of the Marine Corps,
stated: "To lack intelligence is to be in the ring blindfolded. "
It is tough to guide a discussion if you do not have a basic
understanding of the facts relating to the topic. As the
discussion leader, the learning experiences end result is
dependent upon your knowledge and skill. If the group cannot
answer a question you must be able to do so or to find the
answer .

(4) Research backgrounds of group members. Basically,
this means know your Marines. Another point to consider is that,
based on experiences and assignments, certain Marines will be
more knowledgeable on certain aspects of your subject than
others. If you learn about your Marines' backgrounds, you may be
able to get slow starters involved by relating questions to their
personal experiences. For example, what elements of military
strategy, like weather, terrain, and so on, are also factors in
other aspects of life? When you think about your group, also
think about their personalities and how well they express
themselves verbally.

( 5 ) Prepare a discussion leader's outline.

(a) This is simply a working guide with built-in
flexibility. List your purpose, learning objectives, possible
questions, and a direction. Mental outlines can work but writing
your thoughts down will help you keep your thoughts straight.
Annex B is a sample discussion leader's outline.

(b) Along with each point you intend to cover,
write down how you intend to cover it. Are there some points you
can cover best by using a slide presentation? Showing a short
film? Will you need to hand out written materials? Have the
group members refer to a text? Will you summarize or write main
points on a transparency? On the chalkboard? How about a sand
table or just a diagram drawn in the dirt? Consider every part
of your discussion beforehand. The use of questions as a means
of directing and stimulating discussion is one of the most
effective techniques used by the discussion leader.

(c) You also need to decide how long to spend on
each point. Allow enough time for yourself and for the members
to talk. It is important to let the group express themselves,
and this often takes not only time but patience. Also allow time
for prompting individuals or for helping them if they start
stumbling. Your assistant discussion leader can usually assist
you in "watching" the time schedule.

(6) Prepare extra material. Parts of discussions often
go quicker than expected. When this happens, you'll need to
expand other parts of the discussion. If you have a lively
group, space can be filled simply by allowing more discussion.
But you will also want to have extra material ready. For
example, if you have one case study planned, have one in reserve
too. Also, there is usually at least one point in any topic that
"you wish there was more time to go into." Be ready. You may
have the time!

( 7 ) Check materials and facilities to be used.

(a) If in a classroom, check lighting, seats and
equipment. If in the field, check for poison ivy, snakes, and
security. For a balanced discussion, you'll find that a balanced
seating arrangement will be necessary. Some individuals will be
quick in their delivery; others, slow and deliberate. Some will
speak a lot; others, only when prompted. To create a balance,
spread these different types evenly throughout the group.
Sometimes even the most passive people Will become active when
caught in a crossfire of discussion.

(b) Before you begin the discussion, set up any
equipment or aids you plan to use. Also, arrange the seating.
Round tables are preferable, but often not available. So you
will probably need to place desks in a circle or elliptical
arrangement. The ellipse is probably best if you have a slide or
film presentation within the discussion. In the field just have
your Marines find a nice "soft piece of terrain" to sit on.

(c) When preparing and leading discussions, it is
desirable to have an assistant if possible. This individual
could be your XO, SNCO, or anyone you choose. The assistant
discussion leader can help guide the discussion, operate training
aids, or give summaries --anything you direct.

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f. Tasks of the Discussion Leader during the discussion.

(1) Set the stage. Tell your Marines what you are
going to discuss. State the purpose of the discussion the
objective and the major points to be covered. Also explain any
media that will be used and any instructions you want understood
before you start.

Example : "Today we'll be talking about the importance
of being a leader. Based on the handouts I gave you and on any
personal experience you may have, we will first look at people we
might call leaders. And some we might not call leaders. Then we
will try to pick out characteristics, or traits, that make these
individuals leaders. We will also try and define leadership.
Finally, we will see a film of four people talking or working
with others. After the film we will decide whether or not they
are leaders based on our definition."

( 2 ) Start the discussion.

(a) A transition statement is a good way to get
started on the move from one point to the next. Your transitions
will usually be a question, or end in a question.

Examples : "Who can start by describing a person
they think is a leader?" (If no one responds, you might consider
calling on one of the more confident looking members.)

"Lit . Smith, could you start by
describing a person you think is a leader?"

"Let's start by describing someone and
see if we think he's a leader." (Then you mention someone to get
the discussion going.)

(b) In a guided discussion, you have the added
advantage of being able to use the students ' words as
transitions. For example, after the introduction, a Marine might
ask, "When you say leader, do you mean someone who's in a
leadership billet?" You could say, "That's a good question.
Have all the Marines you have known in leadership billets been
leaders? "

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(d) Remember, the way you start the discussion is
key to its success. Ensure you create a relaxed atmosphere and
obtain their trust at the beginning.

( 3 ) Control the flow of discussion.

(a) The term discussion leader implies the leader
has a predetermined plan and guides the discussion towards the
objective. It is your duty as the discussion leader to keep your
Marines on the subject.

(b) Sometimes you may have to cut off discussion
of a particular point to keep the discussion moving ahead. Here
the trick is not to interrupt too much. Do this by waiting for
an individual to reach the end of his thought. Then use positive
statements to cut off the discussion.

Examples : "That's an interesting point. I'd like
to come back to that later if there's time."

"That's exactly what we want to get at. Now,
Captain Jones has proposed two characteristics of leaders;
sincerity and perseverance. Can anyone think of others? How
about the leadership traits? What do you think Lieutenant
Walker? "

In both cases, you have taken back control.
Also, in the second case, you are politely telling Captain Jones,
"That's enough on that part of the discussion."

( 4 ) Control group participation.

(a) In a group discussion everyone should be
involved and be adding to the discussion. It is your job to
control the over-talkative Marine and involve the quiet ones.
The proper use of questions will help the discussion leader
control participation. There are three types of questions
available to the discussion leader. Two types, Direct and
Overhead, can be done in advance and incorporated into the
discussion leader outline. The third, Redirect , is a spontaneous
type question.

[1] Direct . Can be used to involve the
Marines who are not taking part. Such as: "LCpl Brown, why do
you think a leader must set the example?"

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[2] Overhead . Used to address the entire
group. Such as: "Can someone give us an example of courage?"

[3] Redirect . A question directed at the
discussion leader but returned to the group as an overhead
question, or to an individual as a direct question. Such as, if
you are asked to state the most important leadership trait by a
participant, rather than answer the question yourself you say,
"That's a very good question, let's discuss it. Is there one
trait that is most important?" (overhead question-redirecting
original question) .

(b) You want everyone to talk. But you don't want
any one person to talk too much. To get quiet individuals to say
more than "Yes" or "No", ask questions that require responses of
more than one word. Be careful not to intimidate this kind of
person, though. Start him/her off with easy questions that
require short answers and progress during the discussion to
questions that require longer answers. For example, go from
"Which of the qualities of leadership do you think are most
important?" (which requires a single word responses to "Here's a
leader. What makes her a leader?" (which requires a much longer
explanation) . Remember: The question often determines how long
the response will be.

(c) Watch group members' "body language" for tell-
tale signs of agreement and disagreement. By watching them you
can better determine who to ask what question to or who to voice
an opinion on someone else's response.

( 5 ) Interject appropriate material from prior
discussions . Points made in previous leadership training which
apply to the current discussion topic should be pointed out and
"tied in. "

(6) Accomplish the Training Objectives. The leader
decides what he wants his Marines to learn and calls them
training objectives. If the Marines learn, you accomplish your
mission. If they don't learn it all, then you must spend more
time with the discussion or reevaluate your methodology.

( 7 ) Summarize and end the discussion.

(a) A good discussion leader will utilize,
synthesize and summarize comments made by the group. Everything
discussed should be periodically summarized. If possible have a
chalkboard, overhead projector, or easel close at hand, write

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down (or have your assistant) all important points or statements
as they occur; this will aid the discussion and aid in
summarizing the main points later. Also, help group members
shorten long answers by summarizing them, but do not change the
statement ' s meaning .

(b) Summarize at the end of each main point. If
the points have been made clear, this will usually only require
your repeating those points. Again, only use the terminology
supplied or agreed on by the group. Otherwise, you might be
asked questions like, "What did you say that meant?" or "That's
not what we said, was it?"

(c) Finally, summarize the entire discussion.
Once again, restate the objective the purpose of the discussion.
This time, though, you expand the statement to include any
solution or conclusion that the group has reached. For example,
"So we've decided today that a person who is a leader is one who
knows his job, who knows himself /herself , and who takes care of
his people . "

g. Common mistakes made by Discussion Leaders.

(1) Failing to be prepared. This is the most common
error that discussion leaders make. They often think they can
"wing it" and fail to organize, plan, and research the topic
sufficiently. A leader must know his/her subject. Guiding a
good discussion is not an easy task, and the quality of the
learning experience is heavily dependent upon your ability to do
your duty as a discussion leader.

(2) Becoming the "duty expert." This means talking too
much and providing all the answers. If you want your Marines to
discuss a subject, keep quiet and let them discuss it. The "duty
expert" can suppress their responses and ruin the effectiveness
of the group discussion. It can become a "selling of the boss's
point of view" vice a group learning experience or decision
process. Avoid preaching, moralizing, and lecturing.

(3) Answering questions from the group. This overlaps
with being the "duty expert." If the discussion leader solves
the group's problems, it really is not a discussion. Force your
Marines to help solve each other's problems or, as a team, solve
their own. Sometimes the discussion leader needs to answer when
you are the "duty expert, " are asked for your opinion, or need to
answer a question to get the discussion on track or clear up a
point .

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(4) Failing to use interim summaries. The purpose of
any summary is to reemphasize main points already covered. If
you cover more than one main point or if the discussion lasts
more than an hour, the interim summary will help transition from
one main point to another, plus review what has been covered.

(5) Failing to accomplish training objectives. The
training objective's were your objectives because you want your
Marines to learn something in particular. If your Marines do not
learn, then you fail to accomplish your objective.

(6) Allowing side conversations. In any training
evolution, you want the full attention of your Marines. This is
particularly true with discussion group learning situations. Side
conversations are distracting to other group members and prevent
the personnel involved in these side conversations from keeping
up with the "actual" discussion flow. Only one person should
talk at a time, after all we can only effectively listen to one
at a time. Ways to regain attention are:

(a) Direct a question to one of the Marines in the
side conversation, or

(b) Ask the side group to contribute their ideas
to the entire group.

( 7 ) Allowing group members to work on other material.
This can have the same effect as side conversations.

(8) Allowing an argument to develop. Marines tend to
get excited about some topics which can lead to arguments.
Remember you are the leader. Use questions to get viewpoints of
other Marines. This should stop the argument, and also get a
majority viewpoint. For example: "What do you think about what
Corporal Smith and Corporal Jones were talking about?"

(9) Losing track of the discussion's flow. This
usually happens if the discussion leader is studying notes or the
lesson outline and not listening to the discussion. The only
solution is to know your subject, and pay attention at all times.

7. Questions and Answers (time as required)

a. Ask for any questions from the group.

b. If the class does not ask questions ask some of your own.

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8 . Summary

In summary remember :

a. Use the guided discussion when:

(1) The group is small.

(2) The topic lends itself to being discussed rather
than demonstrated or experienced.

(3) Your Marines will be able to effectively discuss

the topic.

b. The tasks of the discussion leader prior to the
discussion are:

(1) Select the subject.

(2) Select the training objectives.

(3) Acquire knowledge of the subject.

(4) Research background of group members.

(5) Prepare discussion outline.

(6) Prepare extra material.

(7) Check materials and facilities.

c. The tasks of the discussion leader during the discussion

are :

(1) Set the stage.

(2) Start the discussion.

(3) Control the flow of the discussion.

(4) Control group participation.

(5) Interject appropriate material from prior
discussions .

(6) Accomplish the training objectives.

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(7) Summarize and end the discussion.

d. Following your leadership discussions your Marines
should leave each period with the feeling that something has been
learned, reviewed, or accomplished. A key element in
accomplishing this goal is the manner in which the discussion
leader approaches his/her duties.

9 . Appendices

a .

Appendix

Discussion Techniques Outline.

Appendix

Sample Discussion Leader's Outline

Appendix

C .

Leadership Discussion Critique.

Appendix

Discussion Techniques.

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APPENDIX A
DISCUSSION LEADING TECHNIQUES

DISCUSSION TECHNIQUES OUTLINE

1. Purpose . To instruct the student on how to lead a guided
discussion .

a. Know when to use a guided discussion as stated in this
lecture .

b. Know the advantages and disadvantages of using the guided
discussion as a training technique.

c. Know the tasks of the discussion leader prior to and
during the discussion.

2 . Definition of a Guided Discussion

a. A guided discussion is a training session where a
designated discussion leader guides up to 20 participants in a
discussion of a given subject. The discussion leader has both a
predetermined plan for the overall flow of the discussion and a
set of Training Objectives that he wants the group to learn.

b. A guided discussion is not:

( 1 ) A lecture

( 2 ) A meeting

( 3 ) A rap session

3 . Advantages /Disadvantages of a Guided Discussion
a . Advantages

(1) Groups have more resources than individuals have.

(2) Group members are normally motivated by the presence
of others .

(3) Group members may feel a stronger commitment and
esprit de corps when they participate in a discussion.

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! (4) Participation leads to increased understanding.

(5) Members acquire or improve communication skills
useful in other situations.

(6) Members teach each other by discussing their
experiences .

b. Disadvantages

(1) More time-consuming than other methods.

(2) Discussion can suppress convictions.

(3) Discussion may substitute talk for action.
4 . Tasks of the discussion leader

a. Prior to the discussion

(1) Select appropriate subject.

(2) Select appropriate training objectives.

(3) Acquire a thorough knowledge and understanding of
the subject matter.

(4) Research backgrounds of group members.

(5) Prepare a Discussion Leader's Outline.

(a) A working guide with built in flexibility.

(b) Lists purpose and training objectives.

(d) Aids and other supporting materials to be used,
(e) A general time plan to organize period.

(6) Prepare extra discussion material.

(7) Check the material and facilities that will be used,
b. During the discussion

1-15

(1)

Set the stage.

(2)

Start the discussion.

(a) Realize that the quality of the learning is
heavily dependent upon him/herself.

(a) Use direct, overhead, and redirect questions
to keep the discussion on track.

(b) Use a time plan to ensure required points and
training objectives are covered.

(a) Allow others to express their opinions, but do
not let any one member monopolize the discussion.

(b) Use knowledge of group members and effective
use of questions to ensure all members participate.

(c) Watch the group members' "body language" for
Signs on agreement or disagreement and call on them as
appropriate for comments .

(5) Interject appropriate material from prior
discussions .

(a) Reinforce learning points by relating them to
information from previous discussions .

(b) Tie the discussion into how the subject fits
into the larger picture (e.g., how values affect morale,
discipline, motivation, etc.).

(b) Create a relaxed atmosphere.

(3)

Control the flow of the discussion.

(4) Control group participation.

(6) Accomplish the training objectives.

1-16

(a) Ensure the main points are clarified and
understood by the group members through the "haze" of discussion.

(b) Ensure the major points are
covered/ emphas i z ed .

(7) Summarize and end the discussion.

(a) Listen to what each group member has to say
and try and tie their points together using interim summaries .

(b) Recognize the points on which the group agrees

or disagrees .

members .

(d) End the discussion on a positive note.
5 . Common mistakes of a Discussion Leader

a. Failing to be prepared.

b. Becoming the "duty expert."

c. Answering questions from the group.

d. Failing to use interim summaries.

e. Failing to accomplish the training objectives.

f. Allowing side conversations.

g. Allowing group members to work on other material.

h. Allowing an argument to develop.

i. Losing track of the discussion flow.

1-17

APPENDIX B

DISCUSSION LEADING TECHNIQUES

SAMPLE DISCUSSION LEADER'S OUTLINE

(Note: This is a sample outline intended to serve as a general
guide for the student when he/she is assigned to prepare and lead
a leadership discussion. There are no charts Provided.)

TIME SUBJECT REMARKS

0000

INTRODUCTION

I will be acting as the Discussion
Leader for this Leadership
Conference and will be my assistant.
Our general subject for discussion
is as displayed on the chart.
(Review ground rules as appropriate,
such as smoking, drinking
coffee/sodas, etc.)

Although many of you have different
MOS's, there is a common goal that
applies to all of vou, regardless of
your particular technical specialty.
That goal is to be the most effective
leader that vou can be to the
Marines that will be in your charge.
Therefore, the purpose of this
discussion is to examine some of the
necessary preparations for assuming
these responsibilities of leadership
in the field.

As st . have
charts set
up, with
chart #1
discussion
title.

Emphasize
this point

Key Points for this Period

(1) The three elements of leadership

(2) Specific ways that each of us
may use in broadening and
improving those three elements

of leadership to prepare ourselves

Asst. : display
chart #2
discussion
overview

1-18

to be an effective Marine Corps
leader .

d. Training Objectives. The student,
upon completion of this period of
instruction, and when provided with
a list of alternatives will be able
to select the one which correctly
identifies :

(1) The three elements of leadership
that a Marine leader should have
knowledge of when he is analyzing
a use able concept of leadership.

(2) The relationships between the
three elements of leadership.

(3) The most important step which a
Marine leader must take to improve
his knowledge of the three elements
of leadership.

0005 2. DISCUSSION

a. Self

(1) What do we need to know about
ourselves as leaders?

(a) Our strengths & weaknesses.

[1]

Ability to communicate with
Subordinates and seniors

[2]

Our leadership style

[3]

Our values

[4]

Our traits

[5]

Our knowledge of the situation

(2) Do we need to recognize our strengths
and weaknesses? Yes.

As st : flip
to chart
#3 showing
the TO ' s .
Is the asst
going to
discuss the
TO ' s?

Asst : f lip
to chart
#4 showing
the factors
of leader-
ship .

1-19

(3) How can we determine our strengths and
weaknesses?

(a) Self -analysis (can we truly keep this
analysis objective?)

(b) Feedback from others

[1] Superiors (only at fitness report
time? )

[2] Peers (how do we get this feedback?)

0015 b. Troops

(1) What are some of the things we need to know
about the troops?

(a) Background

(b) Experience

(d) Capabilities and limitations

(e) Personal goals

(f) Personality traits -strengths and
weaknesses

(g) Morale, spirit, and soul

(2) How do we acquire and continuously improve
on this necessary information?

(a) SRB's

(b) Observation

(d) Inspections

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(3) Would it be a good idea to keep a written
record of this info for ourselves? Why?
Where? (Platoon Leader's Notebook)

INTERIM SUMMARY (Briefly summarize main discussion
(points . )

0030 c. Situation

(1) What do we need to know about the situation?

(a) Leaders knowledge in the area

(b) Troops knowledge in the area

(d) Leaders attitude and opinion of his troops

(e) Troops attitude and opinion of their
leader

(2) How do we improve in each of these areas?
0045 3. SUMMARY

a. Three elements of leadership are:

(1) Self

(2) Troops

(3) Situation

b. These three areas are interrelated and dynamic.

c. You must always seek ways to improve your
knowledge in all three elements of leadership.

CLOSING STATEMENT

The preceding discussion indicates that acquiring a
knowledge about the three elements of leadership
contributes to an understanding of the leadership
process, yet, not one of them is sufficient to explain
the phenomenon completely. In short, leadership is a

1-21

dynamic activity wherein the leader always operates in
a leader / follower relationship. Followers are not mere
automatons carrying out the leader's desires to the
best of their abilities. They are human beings with
motives and goals of their own, strong attachments to
their fellow group members, and attitudes towards their
leaders and group's goals that may add or detract from
goal accomplishment. The leader must recognize the
existence of these individual and group factors and how
they affect his ability to influence his troops.

0050 END DISCUSSION

1-22

APPENDIX C
DISCUSSION LEADING TECHNIQUES

LEADERSHIP DISCUSSION CRITIQUE
(Check the appropriate box for each statement below. )

YES

Classroom facilities were appropriate-
The discussion started on time-
Leader established ground rules for the discussion-
Leader reviewed main points of prior discussion

period-
Leader presented an effective introduction to the

objective (s) of the discussion period-
Questions were well planned, properly asked,

and provoked discussion-
Leader encouraged all members to participate-
Leader redirected the discussion when it tended

to get off the topic-
Leader made interim summaries at appropriate points-
Leader included divergent viewpoints in summaries as

appropriate-
Leader participated directly only to the extent

necessary for guidance and control and to

provide expertise not brought out by the group-
Training aids and supplemental materials were

appropriate and handled correctly-
Objectives of the discussion were accomplished-
Leader made a final summary and (if necessary)

announced details of the next meeting-
The discussion closed on time-

DISCUSSION LEADER: MONITOR:

(Use reverse side for comments)

DATE /TIME:

1-23

APPENDIX D

Discussion Leading Techniques

Discussion Techniques

1. Iintroduction . This section contains information on how to
guide a discussion. The Discussion Leader's function is to lead
and guide the discussion not direct it. It is not a "by the
numbers" lecture, but a more subtle approach to leadership
training. Understanding the discussion group process is a
valuable tool which will benefit you throughout your Marine Corps
career, whether in a command or staff billet. All of us at one
time or another are either a participant or a leader involved in
problem solving meetings/discussions, and these discussions are
quite similar to the leadership training technique we are
discussing here. All are oriented towards an objective or
solution, involve group discussion, and have a leader. For
example, a company commander may hold a meeting with his/her
platoon commanders to discuss how to best approach getting the
unit ready for a Commanding General's inspection. During the
discussion the platoon commanders will present their ideas and
the commander can formulate his plan of action. By using the
discussion method the commander can cover in an organized fashion
(using an agenda outline) many ideas, problems, and solutions,
and ensure his/her subordinate unit leaders are knowledgeable on
the subject.

2 . The crroup and the discussion leader.

a. Each member is an individual and brings to class many
different factors which influence the initial total group makeup.
Each person is influenced by numerous sets of forces which have a
bearing on his behavior in the group. Although they are
invisible forces they nevertheless manifest themselves throughout
the week, some becoming apparent immediately, some hidden behind
a thin veil of camouflage, some only being revealed by nonverbal
language. Some of the factors found in groups are listed below:

(1) Theories, assumptions, values, beliefs, prejudices,
attitudes about self, others, things, groups, organizations, and
cultures. These serve as a point of departure for each person's

behavior .

1-24

(2) Loyalties to other outside reference groups, i.e.,
his/her family, profession, religion, political affiliation, etc.

(3) A repertoire of behavior skills which permit or
prevent him/her from doing what he/she really wants to do
(diagnostic skills, listening skills, etc.).

(4) Feelings: sick, sad, depressed, unhappy, angry,
frustrated, suspicious, etc.

b. At the beginning of a group learning experience, people
know very little about each other. This ambiguous, uncertain
atmosphere often creates uneasiness, discomfort and confusion.

c. The burden is upon the discussion leader to eliminate the
above negative conditions and create a relaxed atmosphere where
trust, acceptance, respect and all the positive things necessary
to facilitate group learning and sharing becomes a reality. The
discussion leader's personality and technique are of utmost
importance in accomplishing that.

d. There is no tool more important than the discussion
leader's attitudes; attitude towards others, towards

himself /herself , and towards the group as well as individuals in
the group, the quality of the relationship with each member of
the group is of utmost importance.

e. We should not consider the use of group discussion unless
we believe that its effect will in some way be better than a
lecture in which he alone contributes to the group. Several
additional factors need to be considered in which the discussion
leader must believe:

( 1 ) Group members have something to contribute.

For some this contribution may be a new idea; for
others, an idea borrowed from someone else; for others,
a fact or observation picked up from reading; for still
others, an expression of feelings, a report of their
experiences, or an evaluation of the discussion. Much
of the value is in questions asked. The effective
discussion leader considers all of these to be
important .

1-25

( 2 ) Each individual is unique

The effective discussion leader understands each
person is different from everyone else. Consequently, he/she has
the potential for making some unique, fascinating, enlightening,
educational, meaningful contributions one that no one else could
possibly make because no one else is quite like him/her.

( 3 ) The group exists for the achievement of the
members' goals.

(a) The discussion leader sees the group as the
vehicle for the achievement of the goals of all its members,
including himself /herself and its purpose for being there. "What
are the leadership needs of each person?" is a question that must
continuously be asked by the good discussion leader.

(b) To hold values such as those mentioned above
means the discussion leader needs to feel secure himself /herself .
He/she needs to be an experienced leader, to have "been there
before" with a wealth of experience, and be able to share and
communicate them.

(c) He/she must be secure enough to tolerate
others having opinions different from his/her own. In a very
real sense, he/she must respect his/her own uniqueness, otherwise
how can he respect the uniqueness of others? A strong desire to
pattern others in our own image is usually rooted in a deep sense
of insecurity, inferiority and powerlessness . The mark of a good
leader with considerable inner strength and security lends itself
to the willingness for others to be themselves, to have their own
thoughts and to see the world as an individual.

f. Among many other things, the discussion leader must also:

(1) Function as an expert and project himself /herself as
a person.

(2) Be an outsider who brings in skill and knowledge and
at the same time, be an insider who can participate meaningfully.

(3) Work hard to obtain trust from group members.

(4) Understand the private world of others and be able
to communicate some of that understanding.

1-26

(5) Have a positive, warm, accepting regard (attitude)
for others and feel that regard unconditionally.

(6) Realize that the quality of the learning is heavily
dependent upon himself /herself . "There are no bad groups, only
bad discussion leaders."

(7) Vary his/her roles depending on the group.

(8) Avoid adopting the member role which will prevent
him/her from providing guidance demanded by his/her trainer role.

(9) Be aggressive, protective, and supportive at the
appropriate time.

(10) Accept feedback openly.

(11) Be alert for mannerisms which may reveal some
emotional feeling on the part of a group member, whether silent,
animated, or otherwise (e.g., expressions, foot tap pings, etc.).

(12) The discussion leader must also realize the
difficulties found in the group process such as:

(a) Members accept the group leader but have low
trust in each other due to fear of rejection by peers (but the
authority figure is trusted. )

(b) Members have problem with authority figures
the discussion leader has not Inspired them out of their
lethargy .

g. A favorable climate is of tremendous importance for
learning since the process of learning is greatly affected by the
situation. Confronted with an idea that is at variance with an
old idea, a person must reorganize all of the attitudes, values,
and concepts that have become intimately related to the old idea.
Mark Twain stated that "Education is unlearning that which we
have learned, " --not a simple process by any means. To do this a
person must feel it is safe for him/her to express those
attitudes, values and concepts that he/she will not be criticized
or ridiculed if he expresses opposition to the new idea,
discusses his doubts or defends the old idea. Thus, there must
be an accepting, non-evaluative climate in the learning
situation. The earlier this climate is set, the better for all
concerned .

1-27

h. Many of the techniques listed for good counseling are
applicable to good discussion leading; other things to consider
are listed below:

(1) Eliminate useless formalities such as raising hands
for permission to speak or standing.

(2) Listen to what each has to say.

(3) Set aside your own evaluation of ideas offered.
(Have faith in the group.)

(4) Avoid preaching, teaching, or moralizing.

(5) Avoid pushing people into participation before they
feel like it.

i. The discussion leader is a resource--if not, there would
be no reason for him to be there. This refers to special skills,
insights or information he might possess that others do not have.
Group members look to the discussion leader as being a resource
though it may never be said and is usually a tacit agreement by
all concerned.

It is easy, however, to overlook the fact that every
group member is also potentially a resource. One of the
difficult problems for a discussion leader is to avoid becoming
the group's only resource or the "duty expert." Most members are
willing to let the leader do the work and to sit back and listen;
this is especially true in learning situations; traditionally,
teachers teach and students learn. It is often overlooked that
teachers can learn from the student (who can teach) . This is one
of the many advantages of the group discussion; it provides an
opportunity for problems to be solved with the resources of many
people. Additionally, recognizing contributions from members
without going abruptly on to someone else is very important; it
has a positive effect and tends to encourage others to "open-up, "
gives a feeling they are contributing something worthwhile, and
usually increases the volume of good discussion.

j . The tendency must be reduced, then, for the group to be
solely dependent upon the discussion leader. The principle
concern of some traditional leaders is how they can most
convincingly present their knowledge so members will learn what
they know. Discussion leaders can also become so preoccupied

1-28

with what they will say and how it will be delivered that they
are neglectful of the potential importance of each member and
overlook (don't listen) what is said when a member finally does
get the opportunity to speak. It takes time and effort to create
the conditions whereby group members learn to consider each other
as a resource and to draw on this special information and
experience that each brings to the group. The biggest
contribution to this objective is the discussion leader's
attitude :

(1) If he/she does not believe that he always knows best.

(2) If he/she is willing to learn from others.

(3) If he/she does not have a strong need to always be
seen by others as the expert .

(4) If he/she sincerely believes others can contribute,
then he has a real chance of releasing the group's own resources.

k. The importance of two discussion leaders (primary and
assistant) per group is also worthy of note. With two
instructors there is added expertise, continuity, objectivity,
instructor feedback, and support when needed.

(1) It may take time for the two leaders to effectively
work together as a team, but once this is accomplished they can
complement each other significantly, and the resulting benefits
are well worth the investment. If one discussion leader has
difficulty the other can support him/her by providing additional
expertise without "turning off" the group or inducing a loss of
self-esteem on the part of the primary discussion leader.

(2) The primary discussion leader can get more involved
in the group while the assistant observes the primary leader,
each member of the group and the entire period of instruction.
This is invaluable to the group process and provides excellent
feedback to the primary discussion leader.

(3) In case of sickness, emergencies, etc., there should
be someone who can take over immediately without an appreciable
change in mood or technique. Platform instructors can handle
this easily through substitute instructors because it is mostly
impersonal, one-way type of instruction. A discussion group is
more personal, depends on established support and on student
contributions. When a new discussion leader emerges on the

1-29

scene, much is lost from what has previously happened in the
group, the total group process suffers a loss, and they must
readjust and he/she come acquainted with the new group member.

1-30

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

MARINE CORPS CORE VALUES

1. Introduction . The 3 0th Commandant, General Carl E. Mundy,
Jr. wrote in a 1992 memorandum that "Marines are held to the
highest standards of personal conduct. The Nation expects that
from us. The personal and professional conduct, decency,
integrity, and accountability of Marines must be beyond reproach.
This is a non-negotiable principle . " What General Mundy was
talking about are the Values that Marines have displayed for over
200 years in peacetime and combat. These Values of HONOR,
COURAGE, and COMMITMENT were further defined by him in his
"Statement on Core Values of United States Marines."

Marines bring with them when they enter the Corps their own
set of Core Values. Personal Core Values are instilled in
Marines by their parents, families, religious beliefs, schools,
peers, and other influences upon their lives. These individual
sets of values may be strong or they may be weak. Regardless of
background, every Marine should understand that being a Marine
entails embracing and adhering to Marine Corps Core Values.

The 31st Commandant, General Charles C. Krulak said in July
199 6 that "Our challenge is to be a Corps of men and women who
consistently represent the highest moral character in and out of
uniform. Character creates a foundation of which successful
military units are built. From this foundation, Honor, Courage,
and Commitment will always be evident, providing the perfect
description of a United States Marine. "

2. Overview . This discussion guide is designed to help leaders
at all levels to discuss Marine Corps Values with their Marines.
Your task is to help your Marines understand how their
understanding and commitment to these ideals will make them
better Marines and, ultimately, better people. This subject is
best approached within small groups of Marines who have a common
bond such as a squad, platoon, section, or office affiliation.
Other chapters in the guide may prove useful in preparing you to
lead this group discussion.

2-1

References .

FMFM 1 - 0 , Leading Marines

FM 22-100, Military Leadership

ALMAR 248/96, Character

Commandant's Statement on Core Values of United States
Marines

Ethos and Values, November 1995 Marine Corps Gazette

4 . Discussion Leader Notes.

a. Preparing for this discussion should not be difficult.
The references contain much background on how values, traits, and
one's character affect leadership and the effect good and bad
leadership has on combat efficiency and morale. The main purpose
of this discussion should be on how the character and values of
individual Marines also affects combat and unit efficiency, other
Marines, their own family and friends and, ultimately, their
nation .

b. It may be useful to prepare some scenarios that deal
with this subject. Many of the scenarios that appear elsewhere
in this guide may prove useful.

c. Don't assume that every Marine entered the Marine Corps
with the same values system that you have or that every Marine
believes everything that you believe. Regardless of one's
background or upbringing, every Marine should embrace these
values, display them, and live them as much as possible. No
Marine is perfect but we should each aspire to reach the ideal
and be improving all the time.

5 . Discussion .

a. What are the Marine Corps Core Values?

(1) HONOR - The Marine Corps is a unique institution,
not just to the military, but to the nation and the world. As
the guardians of the standards of excellence for our society,
Marines must possess the highest sense of gallantry in serving
the United States of America and embody responsibility to duty
above self, including, but not limited to:

2-2

Integrity, Demonstrating the highest standards of
consistent adherence to right, legal and ethical conduct.

Responsibility, Personally accepting the consequences
for decisions and actions. Coaching right decisions of subordi-
nates. A chain is only as strong as the weakest individual link,
but a battalion of Marines is more like a cable. Together we are
stronger than any individual strand, but one strand may hold us
together in a crisis if it's strong enough. One Marine taking
responsibility for a situation may save the day.

Honesty, Telling the truth. Overt honesty in word and
action and clarifying possible misunderstanding or misrepresenta-
tion caused by silence or inaction when you should speak up.
Respecting other's property and demonstrating fairness in all
actions. Marines do not lie, cheat, or steal.

Tradition, Demonstrating respect for the customs,
courtesies, and traditions developed over many years for good
reason, which produce a common Marine Corps history and identity.
Respect for the heritage and traditions of others, especially
those we encounter in duty around the world.

(2) COURAGE - Moral, mental, and physical strength to
resist opposition, face danger, and endure hardship, including,
but not limited to:

Self- Discipline, Marines hold themselves responsible
for their own actions and others responsible for their actions .
Marines are committed to maintaining physical, moral, and mental
health, to fitness and exercise, and to life long learning.

Patriotism, Devotion to and defense of one's country.
The freely chosen, informed willingness to support and defend the
Constitution of the United States.

Loyalty, Steady reliability to do one's duty in
service to the United States of America, the United States Marine
Corps, one's command, one's fellow Marines, Sailors, Soldiers,
Airmen, citizens, oneself, and to family.

Valor , Boldness and determination in facing danger in
battle, and the daily commitment to excellence and honesty in
actions small and large.

2-3

(3) COMMITMENT - The promise or pledge to complete a
worthy goal by worthy means which requires identification with
that goal and demonstrated actions to support that goal, includ-
ing, but not limited to:

Competence , Maintaining, and improving one's skill
level to support the team. Commitment to growing toward a
standard of excellence second to none.

Teamwork, Individual effort in support of other team
members in accomplishing the team's mission. Marines take care
of their own. All worthwhile accomplishments are the result of a
team effort.

Selflessness , Marines take care of their subordinates,
their families, their fellow Marines before themselves. The
welfare of our country and our Corps is more important than our
individual welfare.

Concern for People, The Marine Corps is the custodian
of this nation's future, her young people. We exist to defend
the nation, but as importantly, we are in the business of creat-
ing honorable citizens. Everyone is of value, regardless of
race, nation of origin, religion, or gender. Concern includes a
commitment to improving the level of education, skill, self-
esteem, and quality of life for Marines and their families. On
the battlefield, a Marine is the fiercest of all warriors and the
most benevolent of conquerors.

Spiritual Heritage, The U.S. Constitution, the Pledge
of Allegiance, and the creeds that guide our nation recognize the
value of religious and spiritual heritage of individuals and base
our understanding of rights and duties on the endowment of all
people, by God, with the inalienable rights of life, liberty, and
the pursuit of happiness. Marines maintain spiritual health and
growth to nurture enduring values and acquire a source of
strength required for success in battle and the ability to endure
hardship .

b. Why are the Marine Corps Core Values important?

(1) No group functions well unless all members of the
group "buy in" to the ideals and goals of the group. Individuals
have impact, but a team working together is stronger than the

2-4

individual members of the team,
mission function more efficiently
believe in the team, its mission,
ideals .

Members of a team with a common
and effectively if they all
and have a common set of

(2) A common set of values to which every Marine
adheres to the best of his or her ability gives us the common
ground to build strong teams. As important, if every Marine
works to uphold the Corps' Core Values, their fellow Marines are
more willing to place trust and confidence in that Marine's
willingness to do the right thing, whether in peacetime or
combat. Strong Marines, believing in the same ideals, adhering
to the same code of behavior and ethics, working to accomplish
the same mission are an unbeatable combination.

(3) Every Marine is a representative of their Corps.

On duty or on liberty, every action reflects either positively or
negatively on the what the American people and the world think of
the Marine Corps . Strive your hardest to adhere to the values
that make a Marine unique, and you will not let the Corps, your
fellow Marines, your family, or your Country down.

(4) The 31st Commandant, General Charles C. Krulak says
that the Marine Corps does two important things for America, wins
battles and makes Marines. The old recruiting poster says " The
Marines Make Men, Body-Mind-Spirit. " General Krulak says "The
Marines Make Marines, Body-Mind-Spirit. " The triangle is only
strong if all three sides are complete. Marines are physically
fit because it is our culture to be strong. Marines are mentally
fit because our Marine culture tells us to pursue the study of
our profession, the profession of war. Marines are morally fit
because we believe in and practice our Marine Corps Core Values.

6 . Appendices .

Appendix A: Commandant's Statement On Core Values of United
States Marines

Appendix B: ALMAR 248/96 - Character

Appendix C: Ethos and Values, November 199 5 Marine Corps
Gazette

2-5

APPENDIX A

R 091300Z JUL 96 2YB

FM CMC WASHINGTON DC// CMC//

TO ALMAR

f BAS //N01500//
^■lR 248/96
MSGI D/GENADMIN/CMC//
SUBJ/ CHARACTER//

RMKS/1. MARINES ARE MSN AND WOMEN OF CHARACTER, WIDELY RECOGNIZED FOR
THEIR MORAL EXCELLENCE , SELFLESS COURAGE, COMMITTED PRINCIPLES, AMD
SOUND JUDGEMENTS. CHARACTER CAN BE DESCRIBED AS A "MORAL COMPASS"
WITHIN ONE'S SELF, THAT HELPS US MAKE RIGHT DECISIONS EVEN IN THE
MIDST OF THE SHIFTING WINDS OF ADVERSITY. UNWAVERING CHARACTER
ENCOURAGES US TO PURSUE HONORABLE IDEALS. A WISE PERSON ONCE
DECLARED, "IDEALS ARE LIKE STARS — WE MAY NEVER REACH THEM BUT WE
CHART OUR COURSE BY THEM. "

2. CHARACTER IS DEVELOPED EVERYDAY IN GARRISON, ON DEPLOYMENT,
ABOARD SHIP, ON DUTY OR ON LIBERTY, WHEREVER WE ARE AROUND THE WORLD.
WE ARE NOT BORN WITH CHARACTER. IT IS DEVELOPED BY THE EXPERIENCES
AND DECISIONS THAT GUIDE OUR LIVES. NEITHER CAN WE BORROW THE
CHARACTER OR REPUTATION OF ANOTHER. EACH INDIVIDUAL CREATES,
DEVELOPS AND NURTURES THEIR OWN. THAT IS WHY EACH OF US MUST LEARN
TO MAKE GOOD MORAL DECISIONS IN OUR LIVES. WHEN THE RIGHT COURSE OF
ACTION IS UNCLEAR, ONLY THE HABIT OF DOING THE RIGHT THING, AS
PRACTICED EVERYDAY IN ALL AREAS OF OUR LIVES, CAN BE COUNTED UPON.
WELL- DEVELOPED CHARACTER IS OUR SHIELD AGAINST FEAR AND DESPAIR.
THAT'S WHY NAPOLEON SAID THAT IN WAR, THE IMPORTANCE OF THE MORAL,
RELATIVE TO THE PHYSICAL, IS THREE TO ONE.

3. CHARACTER IS READINESS. THE CORPS IS A READY FORCE, NOT A FORCE
THAT WHEN CALLED MUST STRUGGLE TO GET READY. OUR CHALLENGE IS TO BE

A CORPS OF MEN AND WOMEN WHO CONSISTENTLY REPRESENT THE HIGHEST MORAL
PER IN AND OUT OF UNIFORM. CHARACTER CREATES A FOUNDATION ON
SUCCESSFUL MILITARY UNITS ARB BUILT. FROM THIS FOUNDATION,
t', COURAGE, AND COMMITMENT WILL ALWAYS BE EVIDENT, PROVIDING
6CT DESCRIPTION OF A UNITED STATES MARINE.

4. SEMPER FI DELIS, C.C. KRULAK.//
BT

#3881
NNNN

APPENDIX B

COMMANDANT ' S STATEMENT
ON

CORE VALUES OF UNITED STATES MARINES

Generation after generation of American men and women have given special meaning to the
term United States Marine. They have done so by their performance on and off the
battlefield. Feared by enemies, respected by allies, and loved by the American people,
Marines are a "special breed." This reputation was gained and is maintained by a set of
enduring Core Values. These values form the cornerstone, the bedrock, and the heart of our
character. They are the guiding beliefs and principles that give us strength, influence our
attitudes, and regulate our behavior. They bond our Marine Family into a total force that
can meet any challenge.

HONOR: The bedrock of our character. The quality that guides Marines to exemplify the
ultimate in ethical and moral behavior; never to lie, cheat, or steal; to abide by an
uncompromising code of integrity; to respect human dignity; to have respect and concern for
each other. The quality of maturity, dedication, trust, and dependability that commits
Marines to act responsibly; to be accountable for actions; to fulfill obligations; and to
hold others accountable for their actions.

COURAGE: The heart of our Core Values, courage is the mental, moral, and physical
strength ingrained in Marines to carry them through the challenges of combat and the
mastery of fear; to do what is right; to adhere to a higher standard of personal conduct; to
lead by example, and to make tough decisions under stress and pressure. It is the inner
strength that enables a Marine to take that extra step.

COMMITMENT: The spirit of determination and dedication within members of a force
of arms that leads to professionalism and mastery of the art of war. It leads to the highest
order of discipline for unit and self; it is the ingredient that enables 24-hour a day dedication
to Corps and Country; pride; concern for others; and an unrelenting determination to achieve
a standard of excellence in every endeavor. Commitment is the value that establishes the
Marine as the warrior and. citizen others strive to emulate.

Reaffirm these Core Values and ensure they guide your performance, behavior, and conduct
every minute of every day.

C. E. MUNDY, JR.
General, U.S. Marine Corps
Commandant of the Marine Corps

APPENDIX C

Ethos and Values, NOV 95 Marine Corps Gazette

Long before we wear the uniform, long before the eagle,
globe, and anchor is etched in our soul --we sense the special
character that sets Marines apart. Silent to the ear- -Marine
ehtos, values, and character speak to the nation's heart. They
say more about who we are than the dignity of our uniforms, the
pageantry of our parades, or the inspiration of our hymn. The
nation expects her Marines to be the world's finest military
professionals. The nation demands that her Marines be forever
capable and ready, rich in history and traditions, and instilled
with the traditional virtues- -honor , courage, and
commitment- -that demonstrate we remain faithful. In short, we
must deserve the nation's trust.

. . .the Nations has placed a measure of its trust
and hope in the one hundred thousand men who have
volunteered to serve the cause of freedom as
United States Marines. The Marine Corps is always
ready to fulfill that trust.

General Alexander A. Vandegrift
10 November 194 6

Trust is not given. Nor is it easily earned. Today the
trust of the nation is our inheritance- -a trust earned through
the selfless valor and determined actions of generations of
Marines on the distant shores and misty battlefields of our
storied past. Left to us as part of our predecessor's legacy, it
is now ours to sustain. The stewardship of this trust is our
sacred responsibility. It is a debt we owe to those who have
gone before us, and a promise we make to those who will follow.
It is the guiding light of our ethos.

This high name of distinction and soldierly
repute we who are Marines today have received
from those ^wh preceded us in the Corps. With
it we also received from them the eternal spirit
which has animated our Corps from generation and
has been the distinguishing mark of the Mairnes
in every age.

Major General John A. Lejeune
10 November 1921

Not just what we do, our ethos is who we are and what we
believe. Today, as in the past, the spirit of this ethos is born
in the hearts of men and women drawn to the Corps by a common
calling- -a desire to serve, and a sense of duty born in ideals
like patriotism, valor, and fidelity. It grows as they are
transformed- - from citizen-patriots of the great American stock,
into Marine- -mind, body, and soul. Like knights of legend,
Marines are not made, they are transformed. They are forged in
the furnace of hardship, tempered by the bonds of shared hazard,
sharpened by the whet-stones of training and education, and honed
to a fine edge by innovation and ingenuity. Marines, once
transformed, are forever changed- -instilled with beliefs, ideals
and virtues that have meaning deeper than words. Today, some of
these ideals- -honor , courage, commitment -- form the bedrock of our
institutional and individual character. They are our core
values .

He is the descedant of a line of heroes, the bearer
of a name hailed as foremost in the annals of his
country, the custodian of a long cherished reputation
for honor, valor, and integrity .

Major General John A. Lejeune
10 November 192 2

To be honorable one must live with honor. To live with
honor, we must be faithful to our cause, to our purpose, to our
beliefs. We must be faithful to our country, to our Corps, and
to each other. This faithfulness is never situational, and it
must never be compromised. We mus respect each other, believe in
each other, trust each other.

Their training, their spirit, and their cold
courage prevailed against fanatical opposition.

Secretary of the Navy, James B. Forrestal-
speaking on the occasion of the
Marine Corps Birthday, Novemeber 196 8

Commitment is a promise of resolve. Commitment is the
investment that turns ideas into action. The continuity of
commitment is dedication and determination, and the product is

mastery of one's profession. Our commitment reflects our
"attitude in action."

On this birthday, our nation finds in its Marine Corps, men
and women who exemplify the ideals upon which our country was
founded- -honor , courage, and commitment. In its Marines, it also
finds men and women who know the meaning of patriotism, valor,
duty, strength, discipline, and innovation- -men and women who
love country and Corps. But as we reflect on our history, ethos
and values, remember- -the future will judge its past-

And when at some future date the high court of
history sits in judgment on each of us, recording
whether in our brief span of service we fulfilled
our responsibilities to the state, our success or
failure in whatever office we hold, will be measured
by the answers to four questions : First, were we
truly men of courage. . .Second, were we truly men of
judgment. . .Third were we truly men of integrity. . .
Finally, were we truly men of dedication?

John F . Kennedy

A wise gentleman once stated that America has a Marine Corps
because it wants a Marine Corps. Today, America wants a Marine
Corps because she knows not only what we do, but also something
about who we are, and what we believe- -the standards of our ethos
and our values. The nation wants its Corps of Marines because we
are a force she can trust. Our responsibility today and for the
future is to preserve that trust- -honor , courage, and commitment
should sustain us.

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

CORE VALUES

1. Introduction . Everyone lives according to what they feel is
worthwhile or according to their value system. A person's value
system motivates their thinking and actions. Values and
leadership are closely linked. By exploring this connection and
understanding the enormous impact of personal values on
individual behavior, we should be better equipped as Marine
leaders. By understanding human behavior, leaders are more able
to analyze, predict, and influence the behavior of their Marines

2 . Overview. Your task in leading this discussion is to help
your Marines understand what values are, how they are developed,
and the relationship between values and leadership.

3 . References

FMFM 1-0, Leading Marines

FM 22-10 0, Military Leadership

4 . Discussion Leader Notes

a. In preparing to lead this discussion, a review of FMFM
1-0, Leading Marines, and Chapter 6, FM 22-100, Military
Leadership , should provide some additional insights into values,
attitudes, behavior, and the leader's role in influencing these
human characteristics. In addition, check with your local film
library for Dr. Massey's film "What You Are Is Where You Were
When." This 90 minute film explains the value formation theory.
Its film number is 68082 DN.

b. This discussion guide is just that, a guide, and is not
meant to be the "end all" of leadership instruction on the
subject, but it does provide the basic points for discussion.
Only you, the leader, knows what your unit needs most, and,
therefore, you must evaluate what needs to be emphasized,
modified, or expanded.

c. When leading this discussion, remember that the
effectiveness of the group learning experience is primarily

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dependent upon your preparation and your ability to fulfill your
duties as a discussion leader.

5 . Discussion

a. Captain Adolf Von Schell in the book Battle Leadership
states :

"... as leaders we must have some knowledge of the souls
of our soldiers, because the soldier, the living man, is the
instrument with which we have to work in war. . . . No commander
lacking in this inner knowledge of his men can accomplish great
things . "

b. Every leadership effort is affected by the relationship
between the values of the leader and those of the led. Values
are the keystone to motivation because they influence an
individual's perceptions and attitudes. To be effective leaders,
we must truly appreciate the importance of values in
understanding human behavior. We must not only know our own
values, but must also be able to assess the similarities and
differences of our subordinates' values.

c. As we deal with our Marines through observing them,
talking with their immediate superiors and peers, or by
counseling and interviewing them, we first become aware of their
values based upon their attitudes and behavior. That behavior
will initially suggest to us that they have certain attitudes.
After a period of time we will realize that some of those
attitudes are founded upon deeply held beliefs or values.
Realizing and understanding a Marine's attitudes and values is
essential for us to be able to inspire and control that person
and will suggest what actions we need to take to deal with that
individual or group. The agenda for today's discussion is:

behavior

values

1) Discuss the development of values, attitudes, and

2) Discuss organizational versus individual values.

3) Define the leader's role in developing attitudes and

4) Discuss several scenarios involving values and

behavior .

(5) Show the film, "What You Are Is Where You Were When."

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d . Development of values, attitudes, and behavior .

(1) What is the difference between values, attitudes, and
behavior? As you discuss each, have the seminar members give
personal examples .

(a) Values . Values are basic ideas about the worth
or importance of people, concepts, or things. You may place a
high value on a family heirloom, such as your grandfather's
watch, or on a clean, well maintained car. You may value
personal comfort or freedom to travel . You may value a
friendship, a relative, or an adult who helped you as you were
growing up. Values influence your behavior because you use them
to weigh the importance of alternatives. For example, a person
who values personal pleasure more than he values a trim, healthy
body continually makes choices between eating and exercising that
will ultimately result in his becoming overweight and out of
shape. Your values guide you in choosing whether to go with your
friends to a concert or to a family gathering on your
grandfather's 75th birthday.

(b) Attitudes . Attitudes are an individual's or a
group's feelings toward something or someone, and are usually
expressed or demonstrated in likes and dislikes. Attitudes are
not as deeply held as values. Attitudes could possibly be values
in the making .

(c) Behavior . A person's or group's behavior is
their outward manifestation of either attitudes or values -- the
way they act, dress, or speak.

(2) How are values and attitudes developed?

(a) List responses on a chalkboard, or consider
drawing a circle representing a person and have participants
provide the forces which impact on the person.

(b) Regardless of their personal theories, most
researchers agree that we obtain our values and attitudes through
our experiences in society. There appears to be some reason to
believe that earlier experiences have more impact than later
experiences. In our early lives we are all strongly influenced
by our parents, our teachers, and our peers. These experiences
tend to establish our early attitudes, our likes and dislikes.

As these attitudes are reinforced by successive similar
experiences, they become our basic foundational values.

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Conversely, our values can have a direct effect on our
attitudes .

(c) If we value punctuality it will affect our
attitude towards other people. For example, if you have two
acquaintances who are very similar in their personal makeup
except that one is punctual and the other is always late, you
will probably have a better attitude toward the one who is
punctual; that is, you will probably like him better than the one
who is always late. In this case your values have influenced
your attitude.

Note: Institutions such as the home and schools exerted great
influence on values formation in the past. Is this true today?

(3) What sources influence the values formation of our

youth?

(a) Over the past decade, the structure of the
American family has seen dramatic changes caused by geographical
mobility and changing moral values. The schools' influence on
values formation has diminished due to changing social attitudes
towards education.

At this point, have each individual make a list of ten values
(e.g., freedom, honesty, integrity, etc.) placing those which
they feel most strongly about first. After listing their values,
have someone explain what they feel contributed most
significantly to the development of their values.

(4) Why are values important?

(a) Values are the center of a person's character.
Values affect our everyday life and help determine our attitudes
and behavior. The influence of values on human behavior is so
great that people will fight and sometimes die for their values.
An individual's ability to survive under stressful conditions is
often strengthened by firmly established personal values.

(b) This was particularly true for POW's. Those who
believed in what they were fighting for refused to bend to the
demands of their captors. They found strength in their
convictions and the will to survive many years of imprisonment.

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(5) What is the relationship between values and
leadership?

(a) Values are the benchmark for leadership. They are
guides to our thinking and behavior and that of our subordinates.
If a Marine is left without any guidance or supervision, then
personal values will determine what that Marine will or will not
do. Leaders must provide guidance and supervision in order to
inspire (reinforce organizational values) and to control (effect
behavior) our Marines.

(b) As a leader you have the power to influence the
beliefs and values of your Marines by setting the example, by
rewarding behavior that supports military values and attitudes
and by planning and conducting tough individual and collective
training .

e. Organizational versus individual values. So far we have
been discussing individual attitudes and values. Do groups have
attitudes and values?

(1) Yes. Group attitudes and values usually reflect a
consensus of the attitudes and values of the individuals that
make up the group. In the case of the Marine Corps, values such
as honesty, integrity, and loyalty have been desired traits for
many years and have been proven necessary in battle. Keep in
mind that it is these and other values which initially attract
many young people to join the Marine Corps.

(2) In addition to those mentioned above, what are some
other Marine Corps values? (Have the group identify and list the
Corps values . )

Marine Corps Values include:

Embodying the leadership traits.
Living the leadership principles.
Being prompt.

Maintaining a neat personal appearance and soldierly bearing.
Accomplishing the mission.
Ensuring troop welfare.

Maintaining discipline and obedience to orders.
Sacrificing individual needs for the benefit of the group.
Working until the job is completed.

(3) Many young men and women come into the Marine Corps
with predetermined attitudes which may or may not correlate with

3-5

our organizational values. Regardless of their prevalent
attitudes, recruit training produces a motivated, disciplined,
and patriotic Marine; however, once in the FMF they seem to lose
some of the spark. Why is this?

(a) Graduate recruits are highly motivated towards
the Corps and the standards it represents. They leave the
recruit depots with great expectations of receiving from and
giving a lot to their Corps. They seek tough training and
dynamic leadership. Too often, after reporting to their units,
leadership by example diminishes; standards become lowered;
training becomes routine and boring; expectations dim; motivation
drops; tarnishing sets in. Improperly supervised, the future NCO
is often thrown too completely on their own and is not always
ready for this situation. They may follow the most influential
Marine available, frequently the "sea lawyer" who leads them in
the wrong direction. Sometimes they may be promoted too soon and
are not prepared for the accelerated responsibilities. Often we
blame operational commitments for not conducting leadership
training .

(4) More importantly, how can we, through effective
leadership, reinforce the recruit training experience?

(a) Command emphasis must be placed on stopping this
trend. With the quality of Marines in the Corps today, we must
be prepared to challenge these disciplined and spirited Marines
who respond magnificently to positive leadership. The DI and
boot camp must not be the only significant event in a Marine's
active duty experience. Commanders and unit leaders must set the
example and ensure that the development of our Marines and NCO 1 s
continue when they join a unit. A Marine should find good
leadership, a sense of belonging, and meaningful work. Training
must be challenging, demanding, interesting, and with a clearly
discernible purpose. Leadership by example is a must!

(5) What is a value conflict?

(a) When a Marine's personal values and attitudes
differ from those of their leader or the Marine Corps to such an
extent that it affects their performance of duty (their
behavior), there is a conflict of values; e.g., a young Marine
decides that the use of illegal drugs is more important to him
than his duty as a Marine not to use or tolerate the use of
illegal drugs.

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(b) As leaders, an awareness of value conflicts is
important to us because such a conflict adversely affects mission
accomplishment. It also comprises one of the greatest challenges
to leadership: the difficulty of influencing and controlling
someone who genuinely disagrees or dislikes what they are
required to do (not to use drugs) .

[1] A Marine with a value conflict may become a
disciplinary problem if his/her behavior reflects an indifferent
or, in extreme cases, a hostile attitude towards the Corps'
authority. Disciplinary problems require a considerable amount
of the leader's time and effort, and ultimately affect their time
and ability to train good Marines. Marines whose values and
attitudes are either parallel to the Corps ' or who are
self -disciplined enough to "keep themselves in line" are
generally the strength of the unit.

[2] Consider the case of a Marine who is
continually involved in disciplinary problems. This Marine
requires a great deal of the leader's time because he/she must be
counseled, watched closely, given office hours, and sometimes
discharged -- all of which take time away from the leader; time
which should be devoted to their good Marines .

[3] Have the group list some value conflicts they
have observed and what characterized the conflict. List may
include :

[a] An individual "moonlighting" to give
their family more but allowing it to interfere with his Marine
Corps career .

[b] An individual working out to get in shape
for a marathon to the extent that it is impacting on his/her job
performance and interfering with work schedules.

(4) How were the conflicts you observed resolved?
Let discussion group members explain various techniques used and
discuss their effectiveness. If not brought out during the
discussion, mention that value conflicts may be resolved through
leadership by example. Eventually, an individual is influenced
by the leader's personal example and that of their fellow Marines
(peer pressure). Or, if necessary through disciplinary action

3-7

that sets the example of what will happen if a Marine cannot come
to grips with their value conflicts.

(5) Peer pressure is particularly effective in resolving
conflicts. The emphasis on resolving value conflicts should be
at the section/platoon/company level where the needs of the group
must come before the needs of the individual. A Marine must know
that if they wish to belong to a unit, then they must conform.
It is up to their fellow Marines to make this clear by not
tolerating attitudes or behavior which interfere with unit
integrity and mission accomplishment or which bring dishonor to
the unit.

f . The leader's role in developing attitudes and values

(1) Why is it important for leaders to understand values?
An understanding of values will assist the leader in the
following manner:

(a) If the leader has a clear understanding of values
and their relationship to their Marines they can fulfill one
essential principle of leadership -- "Know your men and look out
for their welfare."

(b) Knowing the values of their Marines, leaders can
communicate more effectively and provide the proper guidance
necessary to effect behavior and ensure discipline. Keep in
mind, the leader is primarily concerned with behavior which is
enforced through policies, directives, and regulations.
Attitudinal changes among subordinates may take place at a later
time after behavior patterns have been enforced over a period of
weeks or months .

(2) What are the means available to leaders for
determining their Marines' values and attitudes?

(a) The means available include:
[1] Interviewing
[2] Observing
[3] Counseling

(3) As leaders can we influence values in our
subordinates ?

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(a) In our leadership role we can influence our
subordinates by gaining their respect. In other words, what we
are and what we portray are vital to our success. Marines want
to emulate good leaders. The leader must clarify organizational
values and emphasize and explain the requirement for strict
adherence to the same. It is essential that leaders consistently
protect their support of these values in what they say and what
they do, i.e. by setting the example. Saying one thing and doing
another is the quickest way to torpedo credibility and to deal a
deathblow to one's value as a leader.

(4) How can a leader go about helping his/her
subordinates to better understand their values?

(a) Leaders can talk with their Marines and help them
better understand what their goals are and what is important to
them. The leader should help his Marines to:

[1] Identify their goals.

[2] Identify things and concepts that are
important to them.

[3] Prioritize those things and concepts that
are important to them based upon their goals.

(5) Why is it useful to you as a leader to help your
Marines identify and clarify their values?

(a) Once a Marine's values are correctly identified
and clarified based on firm goals, a more predictable and
consistent behavior pattern results. The leader can then plan
how to lead this Marine in the most successful manner to
accomplish his/her individual and unit goals.

(6) Can a leader change or modify a Marine's values when
they experience a value conflict?

(a) Yes. But it is difficult to change values and
beliefs, and leaders should not expect it to happen overnight.
It takes time!

(b) Sometimes a significant emotional event (e.g.,
war, heroic acts, love, etc.) can speed up the process.
Sometimes a leader, particularly one whom the follower considers
to be significant, can be tremendously influential and bring

3-9

about amazing change. But generally it takes time, concern,
persistence, hard work, and positive leadership by example.

(b) Where a value conflict exists, a leader must
enforce behavior and at the same time provide knowledge which
will help the individual resolve the conflict. Consider this
situation :

(c) Some individuals value their individual freedoms
to the point that this individualism conflicts with the Corps'
values, norms or standards. Such an example is long hair and an
individual Marine's concern with conforming more with civilian
standards for appearance. Often, in their strong desire to "fit
in" to society and express individual freedom, they risk getting
into trouble in the Corps by not conforming to appearance
standards. In this situation a leader must:

[1] Enforce behavior. The leader uses discipline
to affect the Marine's behavior directly (orders him to get a
proper haircut) . In this case it is hoped that an enforced
behavior pattern repeated often enough will result in an ultimate
change of attitudes and values.

[2] Provide knowledge. The leader should help
the Marine to better understand their relationship to society,
and explain that in the Corps certain individual freedoms must be
set aside for the good of the Corps. By enforcing a desired
behavior, leaders fulfill their responsibility to enforce the
Corps' standards, and by providing additional knowledge/ insights
to the individual, help Marines to develop a positive attitude
which may eventually resolve the value conflict.

(7) Can a unit influence a Marine's values?

(a) Yes. When people join a new group they want to be
accepted and make friends. A Marine new to a unit will go along
with group norms (organizational values) in order to be accepted.
They will adjust to the norms by adopting the beliefs and values
that underlie them. That's why the way Marines are received in a
unit is so important.

g . Scenarios involving values and behavior.

The following scenarios are intended to highlight possible
situations Marines may encounter. These scenarios will get
people thinking about values and how values and attitudes affect
behavior when an individual has a decision to make. Let several

3-10

seminar members express their views and thoughts on the
following :

(1) The BST will be given tomorrow and you need to study
in order to pass it. You feel if you study real hard, you can
"ace" it, and know it will help towards promotion. A friend
wants you to go with him to the club stating you know that stuff
and will be able to pass it. You haven't relaxed in the club in
a week. What do you do? What values are involved?

(2) You've finally gotten out of debt and have been
wanting for a long time to participate in the Tuition Assistance
(TA) program and improve your education. But you've recently met
this young woman who has been very nice to you. She says she is
divorced; she has two young children. They all like you very
much. They don't seem to have many material things and always
seem to need money. You know if you get in too deep you won't be
able to participate in TA. What will you do? What are the
important issues here?

(3) It is sunup and your six man patrol has just been hit
about 1000 meters away from your combat outpost. Your patrol
killed the nine enemy soldiers that hit you, but you see about 15
or 2 0 more enemy heading towards your position from about 3 00
meters away. Three of your men and the corpsman were killed, and
the fifth wounded badly. He's in great pain and begs you to kill
him and "make it" before the enemy reinforcements arrive. You
don't think he's wounded that badly and believe he has a good
chance to survive if he gets medical help. You know you'll have
to carry him, however, and it'll slow you down to the extent the
enemy may be able to catch up before you get back "home." You
are certain you can make it back by yourself. What values are at
play in this scenario?

(4) It is 1900 and you've just reported aboard after a
long journey and are tired, especially from lugging the sea bag
everywhere you go. No one met or briefed you, and the Duty NCO
flatly told you to find a rack somewhere in Building 212 and
report to the first sergeant at 0730 tomorrow. When you finally
find the building and locate a rack, LCpl Blivit, a fast talking,
pleasant, friendly but un-squared away looking Marine greets you
and wants to buy you some "welcome aboard" drinks at the club.
Your gear is in your sea bag and needs a lot of work to get it
squared away. You would like to look good when you see the first
sergeant tomorrow, but you're beat and could really use something
cool to drink. LCpl Blivit is the only Marine who's been nice to

3-11

you. What will the decision be? What values are at work in
this scenario?

(5) You're married and have been unaccompanied in Okinawa
for two months and have four more months to go . To this point
you have been spending your evenings at the hobby shop, the
library, or just writing letters to your wife. Last night a
couple of the guys asked you to go on liberty. You were feeling
a little down, and a couple of beers sounded like a good idea, so
you joined your friends at a bar out in town. After a few drinks
one of the girls asked you to dance, you accepted, and continued
dancing and drinking with her till closing time. As you were
leaving the bar, she said that she hoped she would see you again
tomorrow night and you said, "For sure." The next day you
boasted to all your friends about the good time you had last
evening, but said you would not go back to the bar again this
evening. About 1400 you get a call from the young lady you were
with last evening asking if you were coming back tonight. How do
you handle this situation? What ' s important here?

(6) You are the pilot in command of a single helicopter
which has been diverted for an emergency extraction of a recon
team. You make contact with the team and plan your approach for
the pickup. Just as you land in the zone, you start taking heavy
automatic weapons fire. The recon team makes for your helo as
the fire becomes more intense. As soon as you get the six
Marines aboard your aircraft, your crew chief says "Take Off!"

As you lift off to clear the zone, the crew-chief comes up on the
ICS (intercommunication system) again and tells you that the team
leader just informed him that you left two men in the zone -- two
men who were providing protective fire for the others who boarded
the aircraft. The team leader wants you to go back to get them.
What do you do? What factors are involved?

h. Show the film "What You Are Is Where You Were When. "

(1) Dr. Massey's film focuses on an area of leadership
frequently overlooked and ignored, i.e., the importance of values
and how they are developed. This film is provided for the
discussion group to assimilate the concept that values are not
only an important consideration for a leader, but also shape the
leader's behavior and those of his Marines in many ways.

(2) Introduce the film. Use the film synopsis, to
prepare some opening remarks. Films may be found at your public
library, the base library, or at TAVSC .

3-12

Important ! Emphasize that Dr. Massey speaks rapidly and does
not look like John Wayne, so you must listen closely, especially
during the first few minutes of the film. Once you get used to
his pace and style, there should be no problem.

(3) If possible, after the film hand out copies of the
synopsis of Dr. Massey 's presentation, "What You Are Is Where You
Were When" to those who ask for it.

(4) Does anyone have comments on Dr. Massey 's theory?

Emphasize that this is just one approach aimed at explaining
values imprinting, role modeling and socialization factors.
Pursue any objections or new ideas, but do not let the seminar
get bogged down since there are many acceptable theories.
The main points are that people have different values and behave
(differently) according the their values.

i . Summary

(1) Recap the main points made by the group.

(2) When leaders understand the development and role of
values and attitudes, they are in a more favorable position to
deal with the behavioral problems of their Marines. When leaders
acknowledge that their Marines will not always act and react as
the leader does, or that they will not understand things or feel
about them as the leader does, then leaders can approach new
situations and their Marines more intelligently and helpfully.

(3) Values and attitudes are learned. When leaders
establish mutual understanding between their Marines and
themselves, they have helped create favorable attitudes toward
suitable values.

(4) Our profession provides each of us with a
superstructure of values designed to assist us in carrying out
our duties and functions as Marine professionals.

Unquestionably, we will sometimes find ourselves in circumstances
where personal and professional value systems conflict. In such
instances, adherence to our professional values must take
precedence .

6. Appendices . None

3-13

(

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

CORE VALUES: PROFESSIONALISM AND ETHICS

1. Introduction. Core Values: Honor, Courage, and Commitment!
Conduct beyond reproach! Doing what is right! Integrity!
Consummate professional ! These are basic Marine Corps values
which have earned the special trust and confidence of America in
her Marines . Any breach in this special trust can have
devastating effects on our unit, our Corps and our Country.

2. Overview. The purpose of this chapter is to stress the
importance of values and to provide appropriate practical
exercises which:

a. Stress to the Marine the professional aspect of Corps and
expected standards of conduct.

b. Promote an understanding of values, character, and the
Marine Corps core values .

c. Promote an understanding of ethics and ethical decision
making .

3 . References

FMFM 1-0, Leading Marines

4. Discussion Leader Notes. The following outlines the main
topics to be covered during the discussion:

a. Values, where values come from, categories of values.

b. Marine Corps Core Values: Honor, Courage, and Commitment.

c. Definition of a professional, importance of
professionalism.

d. Ethics, ethical traits considered particularly important
to the military (obedience, loyalty, discipline, self -discipline ,
and selflessness) ; what documents our professional ethics are
based on (UCMJ, Law of Land Warfare, Code of Conduct, Oath of
Office) ; ethical decision making; and our ethical
responsibilities toward society.

4-1

e. The dangers of careerism and of treating the military as
just another profession.

f. Identify the qualities of a military professional.

g. Identify the military professional's responsibilities to
society .

i. Identify through scenarios, individuals who best
exemplify the ideal characteristics of a military professional.

5 . Discussion

a. What are values? An individual's or group's ideas about
the worth or importance of people, things, and concepts.

b. How are values, attitudes, and behavior related?

Behavior: An individual's or group's outward manifestation of
either attitudes or values.

Attitudes: An individual's or group's feeling toward something
or someone which are expressed in likes or dislikes.

If you have two Marines who are very similar in their personal
makeup except that one is always late and the other is always
punctual, you will probably have a better attitude toward the one
who is punctual. In this case, your values have influenced your
attitude. Conversely, by observation of a Marine's behavior and
attitudes, you may gain some insight into what he values. This
insight may be the key to being able to influence the Marine in a
positive way, thus modifying any negative behavior he may have
displayed.

c. Where do we get our values?

Home, school, peer groups, community, jobs, church.
Sociologists agree that values formed early in life seem to have
a more lasting impact.

d. It is recognized that values are organized into what
categories?

Personal, social (subcategories folkways, mores, institutional
ways, and taboos), economic, political, and religious.

4-2

(1) Personal values: Traits that are representative of a
person's moral character i.e. honesty, responsibility, loyalty,
moral courage, friendliness.

(2) Social values: Values that are learned and that
involve one's relationship to society and to other people, i.e.
social responsibility, social consciousness, healthy
interpersonal relationships, equality, justice, liberty, freedom,
patriotism. There are four classes of social values:

(a) Folk ways: Values people accept out of habit.

(b) Mores: Morality which governs values.

(d) Taboos: The emphatic do's and don'ts of a
particular society.

(3) Economic values. These values are identified through
such mediums as equal employment, stable economy, balancing of
supply and demand of productive goods, money, private property,
pride of ownership, and taxes. Many believe that value is a
commodity. An automobile, a house, or a TV set have certain
values to them and their price is an economic value.

(4) Political values. These include loyalty to country,
concern for national welfare, democracy, public service, voting,
elections, and civic responsibility.

(5) Religious values. Characterized by reverence for
life, human dignity, and freedom to worship.

e. How is character related to our values?

Our character is defined by "...the commitment to an admirable
set of values, and the courage to manifest those values in one's
life, no matter the cost in terms of personal success or
popularity. " Lewis Sorley in an article for the March 1989 issue
of Parameters magazine.

4-3

Appendices

Appendix A
Appendix B
Appendix C
Appendix D
Appendix E

Meet Ian Nicholas Wallocker
Ian goes to college

1STLT I.M. Wallocker-FMF, Camp Lejeune
1STLT I.M. Wallocker-FMF, Convoy Commander
1STLT I.M. Wallocker-FMF, Sea Duty

4-4

Exercise #1

APPENDIX A
MEET IAN NICHOLAS WALLOCKER

Ian is a twelve-year old boy who has grown up as an only child in
a stable middle-class family environment. His father is a
management level white-collar worker, and his mother has recently
started working again while Ian is in school. The family goes to
church every Sunday and Mr. Wallocker is actively involved in the
local Republican town council. In the last year:

-Mr. Wallocker worked many consecutive Saturdays to buy a
Jacuzzi and a new Volvo. Ian likes to play football on Saturdays
with his father.

-Ian received an increase in his allowance for good grades
which he made time to do by not joining the football team.

-Ian became active in the youth organization at his church.

-Mr. Wallocker was promoted into a good friend's position
because of his hard efforts. The friend was fired.

-Mrs. Wallocker was mugged and beaten in the parking lot at
her place of work. The culprits were never caught.

-Ian received the only beating of his life (a stout one)
from his father for stealing a small item from a local store.

What are some of the possible positive and negative values,
attitudes, and beliefs that Ian may have been exposed to so far
in life?

Mental effort is more important than physical effort

Money is important
Get ahead at any cost, even at the expense of others
Wrong doing is punished - if you are caught

Never steal
Belief in God and Religion

4-5

APPENDIX B

Exercise #2

IAN GOES TO COLLEGE

Ian graduates from high school and is accepted to a medium- si zed
liberal arts school close to home. He lives on campus and gets
his first car (used K-Car) as a high school graduation gift. The
following things occur to him during his college years.

-He depends on his parents for tuition and most of his living
expenses .

-He meets his first "love" but cannot treat her the way he
wants to due to a "lack of funds." She leaves him and marries a
guy who drives a BMW.

-Several times he sees other students cheat on tests. They do
not get caught and no one turns them in. He figures, "if they
want to risk it, it's their business."

-Ian receives a partial scholarship for being a "walk-on" to
the soccer team, a sport he took up in high school.

-He has several friends who develop steady drug and alcohol
habits. Ian still hangs out with these people but, with the
exception of some excessive drinking his freshman year, he does
not use drugs and only drinks (moderately) on weekends. He
figures, "if they want to risk it, it's their business."

-His fraternity house is filled mostly with old furniture and
decor that was "appropriated" from various sources around campus.

-He meets a Marine Corps 0S0 during a job seminar his senior
year. The Marine sales pitch differs because it does not promote
job skills, but leadership training and decision making. Ian also
sees that the starting wage and promotion scale for officers is
not bad.

What are some additional beliefs, attitudes, and values that
Ian has been exposed to during his college years?

(Theft is okay, in small amounts.
Money means power and happiness .
Drugs, alcohol, and integrity (lying and cheating) are personal

decisions .

The military offers a good wage and lifestyle.
Physical effort can be rewarding )

Now that we have a better understanding of how values are
formed, and since we realize that Ian is on the verge of joining
the officer ranks of the Marine Corps, what kind of values will
he find in his new environment?

4-6

(The Marines should either answer with some of the leadership
traits from philosophy of leadership or preferably with the USMC
Core Values: Honor, Courage, and Commitment.)

(Explain that the Core Values state in a compressed form the
standards of conduct that are expected of all Marines.)

Why was the Tailhook scandal an issue that the American public
was so concerned with? Why didn't they just chalk it up to a
bunch of flyboys having a good time?

(The Marines should answer that Tailhook shocked the American
public because they expected better from their military and from
their military officers in particular. Even if the average
citizen probably wouldn't express this expectation in the form of
our Core Values, they have a preconceived idea of what kind of
behavior is acceptable from those in whom they have placed
"special trust and confidence.")

Which do you think is more difficult to display?

(Moral courage.)

During Ian's time at TBS, he saw that a lieutenant in the
senior company on deck was forced to leave the USMC after his
roommate turned him in for cheating on a test. Did that act
require moral courage? If so, what fears did he have to
overcome ?

(Yes. The fear losing a friend. The fear of later regret and
guilt. The fear of being ostracized by other members of the
platoon . )

Does Ian have a decision to make involving moral courage?

(Yes. He must decide what to do about his roommate who
requested special liberty in order to visit his ill grandmother.
This same lieutenant's girlfriend called after his departure to
inquire about what time to meet him at the ski lodge. The Marines
should recognize the need for Ian to look into this possible
breach of integrity. However, they should not miss the point that
the goal of our emphasis on honor and integrity is to encourage
an atmosphere in which trust abounds. Your word and signature are
your bond. In other words, Ian has a responsibility to act in
this case, but the Marines should not get the idea that they
should constantly be prying into each other's personal affairs

4-7

looking for evidence of wrong doing. We are not in the business
of being thought police.)

What is commitment and why is it important to us?

(Commitment is the spirit of determination and dedication
within members of a force of arms that leads to professionalism
and mastery of the art of war. It is important because it refers
to that internal drive to better oneself, to sacrifice, and to
come through when the going gets tough. )

A big part of being considered a military professional is
living up to the standards we've just discussed. What is a
military professional?

(A person who has undergone preparation and training. He
possesses the knowledge on which professional actions are based
and the ability to apply this knowledge in a practical way.
Furthermore, the professional leader knows the principles of
leadership and how to apply them to his unit's advantage. He
accepts the service motive of his work. His profession is a means
of earning a living, but wages do not become the primary purpose
of his work. )

What are some of the Qualities that experts consider necessary
prerequisites for an occupation to be considered a profession?

(Renders a unique social service.)

(Relies upon intellectual skills.)

(Involves long periods of specialized training and experience.)

(Has considerable autonomy and decision making authority. )

(Are held personally responsible for their actions and
decisions . )

(Service is emphasized over financial reward.)

(A profession is self-governing and responsible for policing
its own ranks . )

(Professions have their own code of ethics which establish
acceptable standards of conduct for members.)

4-8

We constantly refer to professionalism, the need to behave as
professionals, and the desirability of professional behavior. Why
is it so important to us?

(It must be recognized that unprofessional behavior by a Marine
reflects not just upon that Marine's personal reputation, but
upon all Marines. The public expects and hold Marines to higher
standards than other professions.)

As part of the definition of a profession, it was mentioned
that there was a requirement for a code of ethics. What makes up
our written code of ethics?

(The UCMJ, the Law of Land Warfare, the Code of Conduct, the
Oath of Office . )

Careerists and those who view the military as an occupation
have been constant detractors from our overall professionalism
for years. What do these terms mean to you?

(Careerism. "They seek advancement for its own sake and see it
exclusively as a goal rather than as an opportunity. . . For the
careerist the name of the game is to get promoted at all cost;
everything else is secondary. Unworthy of the title 'military
professional, ' these individuals adopt the strategy of... getting
their tickets punched without any concern for the kind of
contribution they are making ... always insuring that others
receive the blame if things go wrong while they get the credit
for the successes... They lack integrity, willingly lying and
cheating to make themselves look good. These are the boot lickers
and yes-men who paint a euphoric world for their commanders and
render inaccurate reports when it suits their purpose ... Members
of the military profession abhor the Careerist.")

(Occupation rather than Profession: "Committed professional
Marines of all ranks continue to worry over the fundamental shift
in the motivational basis of the military system away from a
calling toward 'just another job'- where the first priority
readily could become self interest...' This shift is quite real,
as increasing numbers of service people are motivated primarily
by monetary incentives rather than the responsibilities of the
military profession.")

-both of the above quotes are from The Military Professional in
America by Lt Col John F. Shiner USAF, 1981.

4-9

Now that we have a better understanding of military ethics, we
need to put that understanding to use by examining the process of
ethical decision making. We all realize that at times we are
going to run into situations that are ambiguous - where there are
no easy answers. An example would be Ian's situation with his
roommate. He doesn't know for sure whether his roommate lied to
his Platoon Commander. He now must make a decision about what to
do. His understanding and commitment to our code of ethics, his
understanding of our core values, his values as absorbed
throughout his life, and his moral courage will all come into
play during this process. Let's look at the remaining scenarios
for more examples of this demanding process.

4-10

APPENDIX C

SCENARIO #3

1STLT I.M. WALLOCKER-FMF. Camp Lejeune

Our character leaves TBS and attends the Logistics Officer
Course. He is now a salty 0402 currently assigned as the
Maintenance Management Officer and Assistant Logistics Officer of
an infantry rifle battalion at Camp Lejeune, N.C. The following
are a series of situations he is exposed to in the FMF .

-The battalion has just returned from a two-month winter
training exercise. Many Staff NCOs and officers have submitted
annual leave papers .

-It is Sunday morning the 10th of March. Since Ian did not
take leave he finds himself posted as the Officer of the Day. As
he looks through the folder including all leave papers he notices
that most of the officers who are scheduled to start leave on
Monday the 11th have already picked up their leave papers. "Roger
that" he says to himself. Since SNCOs and officers have the
privilege of checking out by phone and signing their own
departure times on leave papers they probably picked them up on
Friday to save a trip in to work on Monday.

-At about 0730 the Battalion Executive Officer calls. He
tells Ian to be sure to have IstLt Peters contact him before
Peters checks out on leave Monday morning. The XO has tried to
contact Peters at home but no one answers the phone. He thinks
that Lt Peters is either at church, brunch, or both. He knows
that Lt Peters is slated to start leave on Monday and will be
going to Florida for 10 days.

-Ian tells the XO that Lt Peters has already picked up his
leave papers but has not checked out by phone yet. When he does
Ian will inform him to get in touch with the XO .

-On a hunch, Ian calls the leave address phone number listed
on the unit copy of Lt Peters' leave papers. Peters answers the
phone. Ian asks him what the heck he is doing in Florida when his
leave does not start until Monday. Lt Peters says that he had
the chance to catch a military hop on Saturday and since it was a
weekend he would just sign his own leave papers on Monday when it
was time to start leave.

Has Lt Peters violated any rules? If so how, and what does he
stand to lose?

4-11

(Yes, he has. Liberty cannot be taken in conjunction with
leave. This officer stands to lose his professional integrity
and reputation and can be charged with unauthorized absence.
Also, if he happened to get into an accident while in Florida
that required a hospital stay, the resulting line of
duty/misconduct investigation would find that the Marine Corps
would be under no obligation to pay for his medical expenses.)

Lt Peters tells Ian, "Hey Ian, remember the LP A (Lieutenant
Protection Association) . Can you cover for me with the XO?"
What should Ian tell him?

(No! Have this guy explain it to the XO when he talks to him.)

What does Lt Wallocker stand to lose if he covers for the other
lieutenant?

(His own professional reputation and integrity. )

If you are not familiar with the Leave and Liberty Regulations
where would you find the answer to these questions?

(The S-l shop. )

The above is a very realistic situation. What do you think
you would do as the battalion OOD in this case?

4-12

APPENDIX D

SCENARIO #4

1STLT I.M. WALLOCKER-FMF , Convoy Commander

The battalion deploys on a six-month Med cruise. The MEU finds
itself located offshore near a sensitive political area as a
contingency force. Shortly after the arrival of Marine forces,
the situation deteriorates and the government of the developing
country requests U.S. military support.

-Lt Wallocker finds himself in charge of running resupply
convoys to rifle companies located in small villages in the
battalion area of operations. These convoys are essential to the
battalion's efforts and therefore are usually escorted by heavy
guns vehicles along with FO and FAC teams. The battalion has
been engaged several times, but the Marines' role remains mainly
a supporting effort for the local military. Rules of engagement
are very specific, and all Marines have been thoroughly briefed
on them .

-Ian is currently stopped along a remote stretch of road to
help repair a flat tire on a five-ton truck. The rest of his
vehicles are stopped one mile ahead waiting for them. An American
Lieutenant comes out of the brush at the side of the road to
talk. "Hey Marine, are you in charge of those MK-19 vehicles
that just went by?" "Sure am," replies Ian. "What's goin' on?"
"Well, I'm an advisor to the local ground militia and we're about
to conduct an assault on that village over there. It's full of
rebel forces according to the local honcho . I've been trying to
get some kind of fire support for the attack but everything's
been refused. I could sure use your MK-19s to pound the heck out
of it . "

-Lt Wallocker knows that the rules of engagement says treat
every inhabited area as a No Fire Area. The only way a village
can be fired upon is if the unit is receiving fire from it.
"Well I can't do that unless they're shooting at us. How do you
know that there aren't civilians in there?" asks Ian. "The local
chief says everyone in there is hostile. Look, I've got author-
ity in this area and I need those 19s now." says the advisor.

4-13

-"Well let me see what I can do." replies Lt Wallocker. At
this time the Marines have finished changing the tire and Ian
cannot get comm with his higher headquarters. Ian says, "Look,
let me get this truck out of here and talk to my higher. If they
say it's good-to-go, I'll bring my MK-19s back in five minutes."
He leaves and rejoins the convoy. Upon reaching the convoy, he
still cannot get comm and being doubtful of the advisor's intel
and authority, he decides to complete his mission.

-Lt Wallocker gets the convoy to the line companies and back to
battalion safely. He doesn't mention the incident to anyone.
Later that night, while in the COC, he hears over the regimental
intelligence net that the village was attacked by a ground-
directed air-strike shortly after his departure. Forty-five
enemy were reported KIA. Since the coordinates describe exactly
where the advisor wanted his heavy guns to engage, Ian suspects
that the KIA were civilians.

Should Lt Wallocker have done anything differently, and what
should he do now?

(He should have reported the incident to his higher
headquarters as soon as possible. He could also have better
explained the rules of engagement to the advisor. At this time he
should immediately explain the entire incident to his commanding
officer . )

Has Ian contributed to a possible war crime?

(Not deliberately.)

What kind of pressures might the advisor have been under?

(Pressures from his higher for "body counts." A desire to
succeed. Frustration at not being able to close with and destroy
the enemy. All realistic pressures that will impact (hopefully
minus the pressure for body counts) on all of us in a combat
situation . )

Rather than keeping quiet, what could Lt Wallocker have done
after establishing comm or after returning to battalion?

(He could have immediately reported the incident.)

4-14

APPENDIX E

SCENARIO #5

1STLT I.M. WALLOCKER- FMF . Sea Duty

After spending three years in a battalion and having shown a high
level of maturity and proficiency in logistics and combat arms,
our character gets his next assignment -- sea duty aboard the
aircraft carrier, USS Abraham Lincoln . He reported aboard two
months ago and assumed the duties of Executive Officer for the
Marine detachment. The unit is exceptionally well-trained and
disciplined. Their morale is very high, and they have recently
earned outstanding grades on a recent inspection. The NCOs are
outstanding and routinely display initiative, dependability, and
good judgment.

-The carrier has arrived in Naples, Italy and will remain
there for two weeks. This morning immediately after holding the
colors' ceremony for the ship, Cpl Losh, who was in charge of the
color detail comes to see Ian with his squad leader. He reports
that while the color detail was waiting by the "Island" for the
appropriate time to move out, a sailor on the signal bridge began
spitting down on them. His men wanted to "correct" the sailor,
but Cpl Losh showed excellent professionalism by going up himself
and taking the man's name and ID card. He has prepared a charge
sheet and has three eye witnesses who can identify the sailor.
He mentions that the men of the detachment wanted to take the
matter into their own hands, but the First Sergeant assured them
that the XO will see that justice is done.

-Lt Wallocker submits the charges to the Detachment CO, who
concurs with them and just prior to departing on annual leave
sends the charges up the chain of command for handling at
Captain's Mast. On the day of the Captain's Mast, Ian sends Cpl
Losh and the other witnesses up to testify. When they return it
is obvious that they are very disturbed and angry. Lt Wallocker
quickly finds out that the Captain of the ship did a very cursory
job of dealing with this case. He didn't question the Marines
and when the sailor's "Chiefs" said the sailor had a "good
record" the Captain of the ship dismissed the charges with a
warning. As the Marines were leaving, several of the sailor's
friends laughed and taunted them about being "seagoing
spittoons." Only Cpl Losh's strong leadership prevented a brawl.

-The Captain of the ship is notorious for giving light
punishment at Captain's Mast but this is the first time it has

4-15

impacted on the Marine Detachment. As Ian is thinking over the
problem, the First Sergeant enters. "Hey XO, our Devil Dogs are
feelin' bad and lookin' mad. This thing could really hurt our
morale, and I feel sorry for any sailor on "libo" who runs into
any of our guys."

The first shorecall is in two days, and tensions between
Marines and sailors are becoming very strained. Lt Wallocker
anticipates a serious liberty incident developing ashore.

What steps should Lt Wallocker take to prevent a major setback
in unit moral and to preclude a serious incident ashore with the
Navy?

(Get the detachment together and give them a refresher on
professionalism and discipline. Attempt to get something more in
the way of punishment from the captain.)

Should Ian approach the Captain of the ship? If so what should
he say?

better su (Yes. He should expect that the answer will not be
changed. He could tactfully discuss the effect that the incident
has had on the morale of his Marines and the need for better
support in the future. A time for moral courage.)

The Captain tells Lt Wallocker, "I will not change my decision,
and furthermore, there will be no liberty incidents ashore. I
hold you personally responsible, Lieutenant." What additional
steps can Ian take?

(Explain to his Marines that the incident is over. Pass on the
Captain's words about incidents not being tolerated. Commend the
corporal for his professionalism and tell the Marines that they
should be glad that they belong to the group that is "squared
away" )

4-16

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

ETHICAL LEADERSHIP

1. Introduction . Chester Barnard, in his classic work, The
Functions of the Executive (1938) , asserted that ethical behavior
is a leadership responsibility. Barnard argued that
organizations thrive in proportion to the quality of their
leadership, and that the quality of leadership depends upon the
quality of an organizational code of ethics.

2 . Overview. The purpose of this period of instruction is to
discuss the importance of ethics and their applicability to
leaders and subordinates in today's Marine Corps. The leader's
role in fostering an ethical climate is of the utmost importance.

3. References . The following provide additional information on
ethical leadership within the Marine Corps:

FMFM 1 - 0 , Leading Marines

The Function of the Executive; Chester Barnard

4. Discussion Leader Notes. N/A

5 . Discussion

a . Definitions

(1) Ethics . A set of standards or a value system by which
free, human actions are ultimately determined as right or wrong,
good or evil . Annex A further explains ethics and provides some
definitions that may be useful when preparing your outline.

(2) Code of Ethics. The rules of conduct generally
recognized within a particular class of human actions e.g.,
medical ethics, legal ethics, military ethics. A code of ethics
helps establish moral opinion and define expected/acceptable
behavior in specialized fields.

(3) Professional Ethics. Refer to and deal with
additional ideals and practices that grow out of one's
professional privileges and responsibilities. Professional
ethics apply to certain groups, e.g., the military, and are an
attempt to define situations that otherwise would remain

5-1

uncertain and to direct the moral consciousness of the members
of the profession to its peculiar problems. For example, the
military defines situations and prescribes correct behavior for
its members in documents such as the Code of Conduct (Appendix B)
and the Law of Land Warfare.

b. Ethics have to do with right and proper conduct. (What
is right and what is wrong?) Ethics are sometimes referred to as
being tied to a set of rules. However, many rules are not
concrete in the sense of laws, and may not be written down on
paper for all to follow. The rules to which we are referring
when we speak of ethics are similar to the basic rules of
sportsmanship. For example, true sportsmanship expects that the
players have a healthy attitude toward competition and a general
belief that how one plays the game is important. It involves an
internal sense of fair play and obligation to do things the right
way, even though the right way may be a bit tougher.

c. Philosophy . Great sportsmanship requires a sense of
integrity and a genuine concern for the example that is set in
each and every part of the game. Sportsmanship is separate from
the purely technical aspects of any sport, as well as the
individual skills that are a part of being really good player in
the sport. If we say that someone is a great sportsman, we are
not referring to the individual skill and talent as a ballplayer
or coach; rather we are talking about the integrity of the
individual and how that individual represents the ideals of
sportsmanship in its truest sense. (Do we win in sports at all
costs? In combat?)

Ethics also involves a concern for standards of excellence.
It should be no surprise to anyone that every Marine is expected
to act in accordance with some very specific standards of right
and responsible action. Every Marine is expected to do his or
her job in a proper and correct manner, and to act in accordance
with a sense of purpose and a regard for high personal standards.

d. What is the relationship between law and ethics? Laws are
humanity's attempt to interpret the ethics of the society. Laws
and regulations often define ethical behavior; what is good or
bad, right or wrong. Unfortunately, no regulation can cover
every human situation. Therefore, conflicts develop between law
and ethical behavior, i.e., the law says it's wrong to speed.
However, a man whose son has just been bitten by a copperhead
feels that speeding to get his son to the hospital is the right
behavior .

e . Discuss the significance of ethics in the military.

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(1) Why must the Armed Forces concern themselves with
ethical behavior?

(2) Society entrusts the Armed Forces with the

means /capability of great destructive power and its use during
war; society expects responsible utilization of that power.
How would/could that power be misused or misperceived in both
today's military and throughout history?

(3) Society grants the leaders of the Armed Forces
comprehensive control over its members, even to the extent that
the very freedom and guarantees which the Armed Forces exist to
preserve are for the military members themselves substantially
abridged. What might some examples of this be?

(4) The very nature of the purpose for which armies are
established is to prepare for the country's defense against the
uncertain, the unknown, the unpredictable, and the unpleasant.
We put our brightest military minds to the task of wargaming and
planning, but the best of these plans are only contingencies
based on assumptions about events which have not yet occurred.
Ours is a calling for which we cannot write all the rules in
advance. Therefore, as in no other calling, we must establish
another calling. We must have leaders who will do what is
required and what is right when the striking hour comes when they
must rely on themselves when the nation relies on them the most.

f. What is a Code of Ethics? The Code of Ethics for Marines
can be summed up in three words: honor, courage, and commitment.

g. Marine Corps Policies: The Law of Land Warfare, Code of
Conduct, UCMJ, promotion warrants, and the Oath of Office set
some standards. (See Appendix B and Appendix C)

(1) Paragraph 1100 of the Marine Corps Manual addresses
the moral responsibilities of leaders, such as special trust and
confidence, integrity, good manners, sound judgment, discretion,
duty relationships, social and business contacts, and qualities
such as integrity, obedience, courage, zeal, sobriety, attention
to duty, and personal relations.

(2) Customs, courtesies, and traditions play a
significant role in the establishment of moral values in the
Corps .

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(3) Perhaps the most important way new Marines come to
know standards of conduct is through the example set by their
leaders on a day to day basis.

h. What kind of examples are set by leaders today? Some
actions are traditionally considered right or wrong, good or bad
by Marines. Keeping in mind the values and the standards which we
have in the Marine Corps, we are able to come up with a list of
"desirable and undesirable" actions which characterize Marines.

(1) A list of desirable actions includes:

(a) Doing one's job well without complaining.

(b) Setting a good example and displaying strong,
virtuous qualities of leadership, such as honesty and
integrity .

mission .

(2) A list of undesirable actions includes:

(a) A negative attitude.

(b) Stealing from another Marine.

(d) Not carrying one's full and fair share of the

workload .

(e) Breaking one's faith and trust with a fellow

Marine .

(f) Cowardice or dishonor.

i. Unspoken ethics. Our Corps' standards run the spectrum
of ideals, from not showing cowardice and dishonor by leaving our
dead on the battlefield, to not holding hands with our
sweethearts in public, or going without a hair cut even while on
leave .

(1) Some ethically oriented standards based on tradition

include :

(a) A Marine's word is his/her bond.

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(b) A leader doesn't eat until his/her subordinates

have .

(a) First, we must inform all Marines of the standards

required.

(b) Second, we must daily reinforce these values and
standards expected of all Marines. This reinforcement must be
found in unit policies, in local procedures (formal and
informal) , and in the daily example which is set by senior and
junior leaders alike, as well as by peers.

(c) Finally, there must be an effective system of
approval and disapproval for the actions of all Marines. In this
case the idea of reward and punishment is not intended to provide
an incentive for behavior, but rather to provide a determination
of what behavior is considered acceptable and desirable, and what
is considered unacceptable and undesirable, for all to see
(senior and junior alike) .

j . Ethics are important to the idea of Standards of
Excellence . Our obligation as Marines serving "Corps and
Country" is more than simply obeying orders. It requires a sense
of commitment to both the mission and roles we serve in as
Marines. Mere awareness of the responsibility involved is not
enough. There must exist a tenacious sense of obligation, and a
strong sense of duty and honor in all that we accomplish. At
this level of commitment, we are dealing with ethics.

k . Relationship between ethics and day to day MPS
proficiency . Ethics and standards in MOS proficiency mean that
Marines should not be satisfied with themselves until they know
everything about their own job, as well as the job of the next
Marine senior and junior to them. This form of work ethic is
what develops a personal sense of pride and personal
accomplishment. It becomes a matter of integrity to strive to
obtain all the knowledge and skill necessary to meet any
challenge and responsibility successfully.

1 . How can we relate the idea of ethics to our personal
standard of discipline? The issue of discipline also carries
ethical implications. Consider, for example, a Marine's concern
about his/her personal standard of conduct. This sense of
concern does not stem from fear of punishment, but because they

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genuinely feel a sense of obligation to maintain a high standard
of conduct because they are Marines. Often the wearing of the
uniform becomes justification for excellence in conduct. Pride
is the underlying motivation; anything less than excellence is a
matter of dishonor and personal failure.

m. The leader's role in establishing an ethical climate.
Leaders are expected by others to behave ethically and
responsibly, both personally and professionally. A leader
promotes ethical behavior in his or her subordinates through
setting, enforcing, and publicizing high standards. Furthermore,
leaders must project an example of tolerance in regard to honest
mistakes in the training environment.

n . Problems that can surface within military ethics.
Issuing unclear orders to a subordinate, who may not possess a
sound personal code of ethics or who has a "can do anything"
attitude, may cause him/her to compromise his/her ethics in the
execution of the order. As a result, he/she may give a incorrect
report to a superior, use undesirable methods in carrying out the
order, or may even commit an illegal act out of fear of the
consequences that will result if the mission is not accomplished.
Some examples may be: "Gunny, I want the barracks painted. I
don't care how you do it!" or, "I want 100% qualification on the
rifle range." Obviously these orders are stated in questionable
terms that could easily lead to unethical behavior by those
executing the orders .

o . Effects that inconsistent rewards or punishment for
unethical behavior have on a unit. Leaders must ensure they
reward and punish based on the Corps ' established standards and
traditions . The individual conscience of a Marine can be
paralyzed by frustration arising from situations where ethical
actions are penalized or ignored, and where unethical actions are
rewarded, either directly or indirectly, by not being punished.
For example, the gunnery sergeant who gets the barracks painted
as directed, gets a real pat on the back. However, everyone,
including the CO, knows he stole the paint from another unit on
the base. Furthermore, the squad leader who does not get 100%
qualification, but gave his absolute best effort, gets chewed
out, while another squad leader gets 100% qualification by
"penciling" a score card, and receives a meritorious mast.

p . Communication problems can inhibit the ethical
environment of the Marine Corps. The inability of information to
flow freely through the chain of command, thereby isolating top
leadership from organizational realities, may produce unrealistic

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expectations from them. Also, there are few rewards for honesty

in communication. This situation promotes tendencies to alter

facts and to withhold information, i.e., if you tell the truth,
you get "chewed out".

Additionally, the perception from subordinates that their
superiors discourage negative feedback can result in
communication blockades. This may find subordinates hesitant to
ask their superiors for clarification or guidance on issued
orders. This could mean the difference between a Marine making a
bad judgment call and a failed mission. Leaders need to ensure
open lines of communication exist throughout their chain of
command .

q . Ethics in the way we perceive training Marines for
combat . Combat training is designed to enable Marines to fight,
survive and win. It is not to instill a mode of thinking that
entails barbaric acts of killing or violence. Marines are to be
disciplined and responsible enough to distinguish when they
should employ their training, and when not to.

Good training and leadership will prevent irresponsible
actions in peacetime or combat. Atrocities are committed by
poorly trained and poorly disciplined personnel. Good leadership
in the Corps means Marines must daily exercise their oaths to
support and defend our Constitution and uphold the honor of their
unit and Corps by words and actions. Each Marine must be
physically, mentally, morally, spiritually, and emotionally
trained to do so confidently and effectively at all times,
ranging from personal peacetime behavior to all-out combat
action .

r. Ethical dilemmas facing leaders. The following scenarios
provide situations where leaders face ethical dilemmas.

(1) The reviewing officer for your fitness reports tells
you he has added numbers in block 15 to increase your chances of
promotion .

(2) Your platoon commander is very concerned about the
submission of reports to the company commander. The company CO
has indicated he will not forward reports showing negative
information .

(3) Your boss has demonstrated in the past that he does
not like subordinates to disagree with him. You are convinced a
recently published order is unduly severe on your Marines.

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(4) A crew chief, a personal friend, is a heavy drinker
but has always performed well. During a pref light briefing, you
smell alcohol on his breath.

(5) Re-enlistments are on the skyline. You have a Marine
who is a marginal performer. However, he does not have any NJP ' s
or courts-martial. If he is re-enlisted, he will be promoted to
the next higher grade. He wants to stay in the Marine Corps.
Your recommendation is all that he needs. Your CO has recently
commented on how low re-enlistment rates are in your unit.

(6) In preparation for the IG, the training officer, your
supervisor, requires you to document training that was never
accomplished .

(7) The executive officer orders all sections to spend
budget money at the end of a fiscal year whether they need to or
not, to ensure reallocation of that money in the next fiscal
year .

(8) The patrol leader who, instead of carrying out his
mission and following the patrol route, goes out beyond the front
lines about 2 00 meters and hides there in defilade for the night.

(9) Your unit has just assaulted a small enemy village
located by a river. You were successful but took a few
casualties. The unit is mopping up and searching for enemy
believed to be hiding in the riverbank. The buddy of one of the
company runners (a lance corporal) had his elbow shattered by a
enemy round and is moaning on the ground being treated by a
corpsman. A POW is captured and pulled out of the river. Two
Marines are herding him to the CP. When they approach near the
lance corporal, the lance corporal curses in rage, charges and
strikes the POW a blow with his fist. Other Marines are
watching, including leaders, but seem stunned and unmoving. You
are close by and certain the lance corporal won't stop with one
blow .

The Law of Land Warfare requires POW's to be treated
humanely. POW's can provide intelligence that can save lives of
many Marines. One such act can lead to other more violent acts.
Quick, forceful action is required.

Historically, in the above situation, the company
commander, seeing that no one else was taking action to stop the
lance corporal, moved quickly, grabbed the lance corporal, pinned
his arms to his side, pulled him away forcefully, and in a voice

5-8

loud enough for everyone nearby to hear, told him to knock it
off, that he knew how he felt, but that POW's were not to be
treated that way, and directed the POW be taken to the
interpreter. The spell was broken and everyone went about their
business .

s. Summary . The Marine Corps cannot function successfully
as a group of individuals working independently, doing their own
thing, and maintaining whatever set of individual standards they
may have. It is necessary for all Marines to function together
as a team and subscribe to Marine Corps standards. This requires
Marines to perform their duties well, to have a common purpose,
and display a common sense of obligation to the highest standards
of personal conduct.

Everyone must know and fully understand what standards are
required and actively seek to maintain those standards. Only then
can the Marine Corps and any unit in the Marine Corps hope to
achieve success .

The nature of the obligation which we have as Marines
requires more than simple obedience of orders. It requires a
sense of commitment to the purpose and the role which we perform
as Marines. Simple awareness of the responsibility involved is
not enough. There must exist a sense of obligation for whatever
action is required to accomplish our responsibility thoroughly.
At this level of commitment we are dealing with ethics.

6 . Appendices

Appendix A: Definitions
Appendix B: Code of Conduct
Appendix C: Oath of Office

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APPENDIX A

DEFINITIONS

CODE OF ETHICS . The rules of conduct generally recognized in
respect to a particular class of human actions; e.g., medical
ethics, legal ethics. It serves to crystallize moral opinion and
define behavior in specialized fields.

DUTY . The conduct or action required of a person on moral
grounds .

ETHICS . A set of standards or value system by which free, human
actions are ultimately determined as right or wrong, good or
evil. While most persons use the terms morals and ethics
synonymously, morals and morality usually refer to conduct or
behavior patterns; whereas ethics and ethical refer to the study
of these matters or to a system of ideas about them. For
example, we usually speak of a moral man and of an ethical system
or code.

FIDELITY . Faithfulness in the discharge of duty or of
obligations; allegiance to those to whom one is bound in honor;
loyalty .

HONEST . Fair and candid in dealing with others; true; just;
upright; characterized by openness and sincerity.

HONOR. Credit or reputation for behavior that is becoming or
worthy. A source of credit or distinction. A personal
characteristic consciously maintained, such as might deserve or
expect esteem.

INTEGRITY . Soundness of moral principle and character;
uprightness; honesty.

MILITARY ETHICS . The statement of professional ethics applied to
a specific group, i.e., the military.

MORALS . Pertaining to or concerned with right conduct or the
distinction between right or wrong. Morality covers the
extensive field of personal and social behavior.

PROFESSIONAL ETHICS. Refer to and deal with additional ideals
and practices that grow out of one's professional privileges and

5-10

responsibilities. Professional ethics apply to certain groups,
e.g., the military, and are the expression of the attempt to
define situations that otherwise would remain uncertain and to
direct the moral consciousness of the members of the profession
to its peculiar problems.

RIGHT . Conforming to ethical or moral standards. The term is
used when speaking of acts .

STANDARD . Anything taken by general consent as a basis of
comparison; an approved model.

VALUE . That which has worth or is desirable.

WRONG . Deviating from moral rectitude as prescribed by law or by
conscience; immoral, not just, proper, or equitable according to
a standard or code; deviating from fact and truth.

LAWS AND ETHICS . Laws are said to be man's attempt to codify his
ethics. Laws and regulations often define accepted ethical
behavior. Unfortunately, laws and regulations deal with specifics
and are unable to address every possible human situation.
Therefore conflicts can develop between the law and ethical
behavior. For example, the law says it is wrong to speed;
however, a man whose son has just been bitten by a poisonous
snake and who is speeding his son to the hospital would certainly
not consider his speeding as unethical.

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APPENDIX B

CODE OF CONDUCT

The Code of Conduct was prescribed by the President of the
United States in 1955 as a simple, written creed applying to all
American fighting men. The words of the Code, presented in six
articles, state principles that Americans have honored in all the
wars this country has fought since 1776.

The Code is not intended to provide guidance on every aspect
of military life. For that purpose there are military
regulations, rules of military courtesy, and established customs
and traditions. The Code of Conduct is in no way connected with
the Uniform Code of Military Justice (UCMJ) . The UCMJ has
punitive powers; the Code of Conduct does not.

The six articles of the Code can be divided into three
categories. Articles I and II are general statements of
dedication to country and freedom. Conduct on the battlefield is
the subject of Article II. Articles III, IV and V concern
conduct as a prisoner of war.

(Extracted from Chapter Three of the Guidebook for Marines )

Article I

I am an American. I serve in the forces which guard my country
and our way of life. I am prepared to give my life in their
defense .

It is a long-standing tradition of American citizens to
willingly answer the call to arms when the peace and security of
this nation are threatened. Patrick Henry stated it best in the
early days of our country when he said, "Give me liberty or give
me death. " Nathan Hale, captured by the British during the
Revolutionary War and charged with spying, personified the spirit
of the American fighting man when he spoke the immortal words, "I
only regret that I have but one life to give for my country, "
just before his execution by hanging.

More recently, the threat to America has been less obvious
as small countries such as South Korea and South Vietnam and
Kuwait have borne the brunt of our enemies' attacks.
Nevertheless, Americans have risen to the challenge and have
proven their dedication and willingness to make the supreme
sacrifice as much as in any of the wars in our history.

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In December 1967, Marine Corporal Larry E. Smedley led his
squad of six men into an ambush site west of the vital military
complex at Da Nang in South Vietnam. When an estimated 100 enemy
soldiers were observed carrying 122mm rocket launchers and
mortars into position to launch an attack on Da Nang, Corporal
Smedley courageously led his men in a bold attack on the enemy
force which outnumbered them by more than 15 to 1.

Corporal Smedley fell mortally wounded in this engagement
and was later awarded the Medal of Honor for his courageous
actions. His bold initiative and fearless devotion to duty are
perfect examples of the meaning of the words of Article I of the
Code of Conduct.

Article II

I will never surrender of my own free will. If in command I
will never surrender my men while they still have the means to
resist .

This is an American tradition that dates back to the
Revolutionary War. An individual may never voluntarily surrender
himself. If isolated and unable to fight the enemy, he/she is
obligated to evade capture and rejoin friendly forces at the
earliest possible time.

John Paul Jones always comes to mind when one reads Article II
of the Code. It was in 1779 that the captain of the Bonhomme
Richard challenged two British ships of war, the Serapis and the
Countess ol Scarborough. Old, slow, and hopelessly outclassed the
Richard was being badly battered, repeatedly set on fire, and
rapidly filling with water when the captain of the Serapis
called, "Do you ask for quarter?"

"I have not yet begun to fight," said John Paul Jones. Hours
later, the Serapis struck her flag and Jones and his crew boarded
and captured the British ship as they watched their own ship
sink .

Where a unit is involved, the Marine in command may never
surrender that unit to the enemy while it has the power to resist
or evade. A unit that is cut off or surrounded must continue to
fight until it is relieved by, or able to rejoin friendly forces.

Private First Class Melvin E. Newlin was manning a key
machine gun post with four other Marines in July 19 67 when a
savage enemy attack nearly overran their position. Critically
wounded, his comrades killed, Private Newlin propped himself

5-13

against his machine gun and twice repelled the enemy attempts to
overrun his position. During a third assault, he was knocked
unconscious by a grenade, and the enemy, believing him dead,
bypassed him and continued their attack on the main force. When
he regained consciousness, he crawled back to his weapon and
brought it to bear on the enemy rear, inflicting heavy casualties
and causing the enemy to stop their assault on the main positions
and again attack his machine gun post. Repelling two more enemy
assaults, Private Newlin was awarded the Medal of Honor for his
courageous refusal to surrender his position or to cease fighting
because of his wounds.

In June 1966, Staff Sergeant Jimmie E. Howard and his
reconnaissance platoon of 18 men were occupying an observation
post deep within enemy controlled territory in South Vietnam when
they were attacked by a battalion size force of enemy soldiers.
During repeated assaults on the Marine position and despite
severe wounds, Staff Sergeant Howard encouraged his men and
directed their fire, distributed ammunition, and directed
repeated air strikes on the enemy. After a night of intense
fighting which resulted in five men killed and all but one man
wounded, the beleaguered platoon still held its position. Later,
when evacuation helicopters approached the platoon's position,
Staff Sergeant Howard warned them away and continued to direct
air strikes and small arms fire on the enemy to ensure a secure
landing zone. For his valiant leadership, courageous fighting
spirit, and refusal to let his unit be beaten despite the
overwhelming odds, Staff Sergeant Howard was awarded the Medal of
Honor .

Article III

If I am captured, I will continue to resist by all means
available. I will make every effort to escape and aid others to
escape. I will accept neither parole or special favors from the
enemy.

ARTICLE IV

If I become a prisoner of war, I will keep faith with my
fellow prisoners. I will give no information nor take part in
any action which might be harmful to my comrades. If I am
senior, I will take command. If not, I will obey the lawful
orders of those appointed over me and we'll back them up in every
way.

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Article V

When questioned, should I become a prisoner of war, I am
required to give name, rank, service number, and date of birth.
I will evade answering further questions to the utmost of my
ability. I will make no oral nor written statement disloyal to
my country and its allies or harmful to their cause.

The misfortune of being captured by the enemy does not end a
Marine's usefulness to his country. It is his duty to continue
to resist the enemy by all possible means, and to escape and
assist others to escape. A Marine may not accept parole from the
enemy or special favors such as more food, warm clothes, fewer
physical restrictions, etc., in return for promises not to
escape, or informing, or providing information to the enemy.

Informing, or any other action endangering the well-being of
a fellow prisoner is forbidden. Prisoners of war will not help
the enemy by identifying fellow prisoners who may have knowledge
of particular value to the enemy, and who may, therefore, be made
to suffer brutal means of interrogation.

Strong leadership is essential to discipline. Without
discipline, organization, resistance, and even survival may be
extremely difficult. Personal hygiene, sanitation, and care of
sick and wounded prisoners of war are absolute musts. All United
States officers and noncommissioned officers will continue to
carry out their responsibilities and exercise their authority if
captured .

The senior line officer or noncommissioned officer within
the prisoner of war camp or group of prisoners will assume
command according to rank or date of rank, without regard to
service. He is the lawful superior of all lower ranking
personnel, regardless of branch of service.

The responsibility to assume command must be exercised by
the senior. If the senior officer or noncommissioned officer is
incapacitated or unable to command for any reason, command will
be assumed by the next senior man.

Article VI

I will never forget that I am an American responsible for my
actions, and dedicated to the principles which made my country
free. I will trust in my God and in the United States of
America.

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Article VI and Article I of the Code are quite similar. The
repeated words "I am an American, fighting in the service of my
country" are perhaps the most important words of the Code,
because they signify each American's faith and confidence in
their God, their country, and their service. Since John Paul
Jones made his defiant reply "I have not yet begun to fight," to
the present, Americans have traditionally fought the enemy
wherever he was found and with whatever weapons were available.
When captured, the POW continues the battle in a new arena. When
facing interrogators they are under fire just as though bullets
and shell fragments were flying about them.

Disarmed, the POW must fight back with mind and spirit,
remaining faithful to his fellow POW's, yielding no military
information, and resisting every attempt of indoctrination. It
is the responsibility of each Marine to honor these traditions by
carefully adhering to the meaning of each article of the Code of
Conduct. The many Americans who have accepted this
responsibility are heroes in the finest sense of the word.

In February 1966, Lieutenant (jg) Dieter Dengler, USNR, was
on a bombing mission over North Vietnam when his aircraft was
badly damaged by ground fire. Lieutenant Dengler crash-landed
his aircraft in nearby Laos and attempted to evade capture. After
successfully evading for one day, he was captured and led to a
village where he was interrogated and told to sign a Communist
propaganda statement condemning the United States. Lieutenant
Dengler ' s repeated refusal to give more than his name, rank,
service number and date of birth, or to sign any statements,
resulted in severe beatings. When he continued to refuse to
answer questions, he was tied behind a water buffalo which
dragged him through the brush. The interrogations and beating
continued for three days, but Lieutenant Dengler refused to give
in .

Later, he escaped from his guards but was recaptured and
again severely beaten. After six months in captivity, Lieutenant
Dengler successfully escaped, killing several enemy guards in the
process. On the 17th day, a pilot who escaped with him was
killed, and Lieutenant Dengler had to continue alone. Although
suffering from malnutrition, jaundice, fatigue, and badly cut and
swollen feet, Lieutenant Dengler refused to give up. Finally, on
the 2 2nd day after his escape, he managed to lay out a crude SOS
on a bed of rocks and attract attention of a United States Air
Force aircraft. Later a rescue helicopter plucked him to safety
and ended his ordeal.

5-16

The stories of those who have steadfastly followed both the
spirit and letter of Articles III, IV and V of the Code of
Conduct are numerous.

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APPENDIX C

OATH OF OFFICE (enlisted)

I, DO SOLEMNLY SWEAR (OR AFFIRM) THAT I WILL SUPPORT AND DEFEND
THE CONSTITUTION OF THE UNITED STATES AGAINST ALL ENEMIES FOREIGN
AND DOMESTIC; THAT i WILL BEAR TRUE FAITH AND ALLEGIANCE TO THE
SAME; AND THAT I WILL OBEY THE ORDERS OF THE PRESIDENT OF THE
UNITED STATES AND THE ORDERS OF THE OFFICERS APPOINTED OVER ME,
ACCORDING TO REGULATIONS AND THE UNIFORM CODE OF MILITARY
JUSTICE. SO HELP ME GOD.

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UNITED STATES MARINE CORPS
Marine Corps University
Character Development
User's Guide to Marine Corps Values

RIGHT -vs- WRONG

--Ultimately, every Marine is drawn to a situation in which he
is compelled to apply the fundamentals of what he believes to be
just and right.

--Unknown Marine

1. Introduction . The above abstract depicts a situation that
every Marine faces in the course of their career. That is,
eventually every Marine will be witness to some action that will
require him or her to apply the factors of integrity, ethics,
morals, and culture to a situation that, by virtue of being a
Marine, he or she is responsible. Marine leadership, is by no
means foreign to the welfare of human life, that is our fellow
Marines. We as Marines must decide what is black and white, and
what composes the determents of each. We must genuinely know
what is right and what is wrong.

2. Overview . The purpose of this period of instruction is to
make Marines aware of the moral and ethical principles that
compose the values which distinguish right from wrong.

3 . References

a . FMFM 1 - 0 , Leading Marines

b . USNA Guide for Naval Leaders

c . Dictionary of Social Sciences

d. FM 22-100, Military Leadership

e. Appendix A: Definitions

4. Discussion Leader Notes. Initiate group discussions in the
case of each of the of the practical exercises.

5 . Discussion

a. Marines should attempt to set the example in every aspect
of themselves, whether it be as leaders or as followers. If a
Marine continuously sets the example, he/she will be successful
in all aspects of life. If a Marine religiously pursues

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attainment of all the leadership traits, as described in
FM22-100, he/she will unequivocally set a good example.

b. Sometimes doing what is right is not the easiest path to
follow. Certain situations arise in which the best course of
action cannot be clearly decided as being the right or wrong
thing to do. A good example is the famous dilemma of stealing a
loaf of bread to feed a hungry family. Your response to these
dilemmas will depend upon your up-bringing and exposure to morals
and ethics. What may be right and justified in one culture or
sub-culture, may be inappropriate or illegal in another. It is
in this fine distinction that many Marines find themselves
confused.

c. Consider the young Marine who was brought up in the inner
city. After accession into to the Marine Corps, this individual
gets caught smoking marijuana and is repeatedly disciplined for
fighting. While drugs and violence against peers may have been
the norm in the inner city, it was emphasized in training that it
is illegal, and has no place in the Marine Corps. In such cases,
Marines need to know that common cultural norms of society as a
whole and the Marine Corps regulations override any pre-existing
sub-cultural norms. This is not to say that all crime in the
Marine Corps is attributable to a lack of moral and ethical
training, but simply that with specific training, the Marine will
know that a particular action is right or wrong.

d. The basic Marine Corps definition of integrity, "Marines
do not lie cheat or steal, nor tolerate those who do," must be
the foundation of every Marine's professional and personal
ethics. When officers and NCO ' s deviate from the standards of
conduct, it makes correcting other Marines nearly impossible. In
a letter to Professor Karel Montor, Admiral Arleigh Burke summed
up the importance of integrity:

" Integrity"

"First you find yourself overlooking small infractions that
you would have corrected on the spot in the past. Soon you are a
participant in these infractions . "After all, " you say,
"Everybody ' s doing it." All too soon you find yourself trapped:
You no longer can stand on a favorite principle because you have
strayed from it. Finding no way out, you begin to rationalize,
and then you are hooked. The important fact is, the men who
travel the path outlined above have misused the very basic
quality and characteristic expected of a professional military

6-2

man, or any other professional man for that matter: They have
compromised their integrity. "

e. Every Marine starts out his/her career with unblemished
integrity, and it is up to the individual to either maintain or
tarnish that integrity. Once one's integrity has been
compromised, it is very difficult to regain it in the eyes of
your peers. Doing the right thing will not always make you the
most popular Marine in the squad bay, but it will give you a
clean conscience and demand the respect of others. It is
obvious that down the road this is far more important than
winning any popularity contest. In short, integrity and "doing
the right thing" go hand in hand.

f. Perhaps one of the most difficult tests of integrity is
peer pressure. Everyone has been in a situation where "everyone"
is doing something wrong, and the pressure to join in is great.
One may think, "If I don't join in, then I will lose respect
among my peers, not gain it." This is untrue in the professional
environment. We as Marines, have the moral obligation to do what
is right. This means not surrendering to peer pressure when it
may involve illegal or immoral decisions.

g. It is easy to sit back and say that you would do the
right thing by keeping a friend from driving drunk, or turning a
peer over to the authorities for committing a violent crime. But
what about doing the right thing when no one is in immediate or
even remote jeopardy of being hurt? Surely doing the wrong
thing, and not turning someone in for cheating on a test is
better than ostracizing yourself from your group of friends,
isn't it? Not in the Corps! Even fulfilling a promise is no
justification to moral wrong-doing.

Again, we are Marines and are subject to a stronger set of
morals and ethics than most civilian organizations. When a
Marine deviates from this moral path it is the responsibility of
his/her fellow Marines to help him/her back onto the path, or
risk themselves becoming no different from the cheater.
Furthermore, whether we realize it or not, most rules have a
purpose. "The law is the last result of human wisdom acting upon
human experience." (Samuel Johnson, Miscellanies , i, 223).

Cheating or bending the rules may not have immediate
ramifications to the individual, but down the road it could
create dire consequences . What about the platoon commander who

6-3

cheats on a call for fire package, only to find himself in a
combat situation in desperate need of supporting arms. How about
the young Lance Corporal who lies constantly and gets away with
it, and then finds that a lie about a seemingly unimportant
situation gets someone killed or injured. The more we do the
wrong thing, the harder it becomes to recognize right from wrong.
Conversely, once we bill ourselves as moral and ethical, doing
the right thing becomes second nature. This is the point where
you will have earned your self-respect and the undying respect of
your peers .

h. Now let's take a look at some case studies. Read the
situations that follow and discuss them with your platoon or
peers. Talk about the moral issue involved, the ramifications
thereof, and what is being done right. Discuss how you would act
in the situation? Do you have what it takes to do the right
thing, or would you bow out and do the wrong thing?

6 . Practical Exercises

a . Exercise #1

(1) Special situation. You are a young, hard charging

PFC just out of boot camp. Upon checking into your first duty
station, Camp Pendleton, you immediately make friends among your
peers. One of your new friends, PFC Cana, has asked you to join
him and several other Marines in a party trip to Tiajuana,
Mexico. You eagerly accept. On the way, you hear PFC Cana
repeatedly asking those around you if they had the "stuff."
Thinking they are talking about booze, you pay no attention.
After reaching Tiajuana and partying at the bars for several
hours, PFC Cana and his friends demand that you accompany them
back to the hotel, so you can be initiated into the group. You
follow since you really like to hang out with PFC Cana and his
friends, and you would like to be invited back. Upon entering
the room, PFC Cana breaks out a bag of marijuana and begins to
roll a marijuana cigarette. Your "initiation", explains PFC
Cana, is to "party all night and to feel no pain. "

You have never touched drugs, and the mere sight of them
outrages you. But this is a tricky situation. On the one hand,
you want to become part of the group, and it's not like anyone
will ever find out about this. Also, you figure that no one is
in danger of getting hurt since you are all staying at the hotel.
On the other hand, if you decline, chances are that the rest of

6-4

the group will call you weak and not have anything to do with
you. There could also be threats or violence against yourself,
out of their fear about being reported. If you smoke the drugs
this time, will it become a weekly occurrence? What if this is
just the beginning, and the group is also into hard drugs, or
even major crime? Do you think that they will take it personally
if you "just say no?" Do you think you have a responsibility as
a Marine, to report these individuals?

(2) First Requirement. Discuss what you would do.

(3) Proposed Solution. Refuse the marijuana and inform
PFC Cana that while you are not afraid of the marijuana, it is an
illegal drug, and that he is currently breaking the law, and
disobeying a Marine Corps order. Advise PFC Cana of the risk he
is taking with respect to his career. Further advise him that
while you enjoy hanging out with him and his friends, you would
prefer the company Marines who live by integrity and honesty.

b . Exercise #2 .

(1) Special Situation. A new lieutenant was accused of
having numerous sexual liaisons with enlisted personnel . These
accusations came to light through several anonymous letters to
presented to the commanding officer. These complaints came as no
surprise, since the lieutenant was seen on several occasions
drinking and dancing with many enlisted Marines during the past
few months .

You are the investigating officer. A staff sergeant tells
you in private of having had sexual relations with the
lieutenant, as had many others that were identified in the
letters of complaint.

As your investigation ends and your interviews finish, you
prepare your draft report . Upon showing the report to your
senior, he proceeds to make changes to the report, which
essentially water it down. Your senior then informs you to
formalize your report and submit it.

As you review the report, you find that some statements have
been changed and other statements of a sensitive nature have
disappeared altogether. Furthermore, many of the witnesses you
spoke with, have since been told to keep quiet on the issue, or
face the consequences .

6-5

Your senior apparently wants this incident covered up, both
to save embarrassment to the unit, and not have the careers of
many fine NCOs threatened by the acts of one lieutenant.

As the OIC of the investigation, you feel you can understand
the concerns of your CO. Furthermore you know that failure to
comply with your CO ' s wishes could result in a poor FITREP, in
effect destroying your career. However, you also know that you
are entrusted with special trust and confidence by your
commission, and you know what is right.

(2) First Requirement. Discuss what you would do in the
situation .

(3) Proposed Solution. Express your concerns to the CO

about submitting a false report. Respectfully inform your CO
that you have no intention of downplaying this incident, and that
threatening witnesses is a direct violation of their rights.
Further inform your CO that while the careers of many fine NCOs
are in jeopardy, they nevertheless violated a major Marine Corps
order prohibiting fraternization, and to let them get away with
it would be setting a poor example for others to follow.

c . Exercise #3 .

(1) Special Situation. Smith and Jones are good friends,
and both are coming up for promotion. In order to increase their
cutting scores, and enhance their knowledge, both decide to sign
up for the same MCI .

As far as careers go, both are outstanding Marines. While
they know that MCI ' s are meant to be taken individually, they
both joke about how good it is that they are both enrolled for
the same course, since they can now "check each others answers."

When the MCI ' s arrive, Jones uses the majority of his free
time to quickly finish the MCI, while Smith takes on a "put it
off until tomorrow" attitude.

Upon completion of the MCI, Jones comments to Smith that he
better get "moving" on the MCI. At this point, Smith confides in
Jones that he has no time to finish the course, and has trouble
"understanding the material." He asks Jones for help.

6-6

Being a good friend, Jones agrees to guide Smith in some
broad concepts. However, as the two continue on, Jones realizes
that Smith is asking him for specific answers. Jones begins to
feel awkward in the situation, not wanting to come across as not
supporting his friend.

Jones knows that Smith has crossed the line. Furthermore,
since both Marines are equal, Jones doesn't think it's fair that
Smith is willing to cheat in order to obtain the same cutting
score as himself. What would happen if Jones gave him the
answers, only to find out that he did not pick up the promotion,
while Smith did? Aside from this, being an outstanding Marine,
Jones does not want to jeopardize his integrity. Jones finds
himself at an impasse on how to approach the subject with his
long-time friend.

(2) Requirement . Discuss what you think Jones should do
in this situation.

(3) Proposed Solution. Jones should be honest with his
friend by making it clear that he is there to help Smith, not
cheat for him. Smith may not be aware of how his actions are
being interpreted. In any case, if the two are true friends then
Jones should have no problem confronting the problem in a open
and honest manner, without jeopardizing the friendship.

d . Exercise #4 .

(1) Special Situation. LCpl White is with his platoon on
their way back from a CAX. Along the way, the bus stops to get
gas and to give the Marines a chance to get some chow and to
stretch their legs. Using the free time, LCpl White enters into
the mini-mall/ food court with a small group of Marines and his
squad leader, LCpl David.

After chow the Marines still have fifteen minutes before the
bus leaves, so they decide to check out the music store for some
CD's. Upon looking through the titles, LCpl David grows excited
after finding a CD he thought was no longer on the market. Upon
realizing that neither he, nor any of the Marines around him have
the money for the CD, LCpl David decides he must have it right
then. As the other Marines head back to the bus, LCpl White is
on his way out of the store, when he notices LCpl David tearing
the magnetic sticker off the CD and making his way to an
unoccupied part of the store.

6-7

As the bus leaves, LCpl David takes the CD out of his sea
bag and puts it into his portable CD player, and begins to listen
to it. LCpl White approaches LCpl David and asks him if he stole
the CD, and is told to "mind your own business, or life in the
squad will become very rough on you."

Knowing that LCpl David stole the CD, LCpl White returns to
his seat to consider his options.

(2) Requirement . Discuss what LCpl White should do.

(3) Proposed Solution. LCpl White should inform LCpl
David that he is sure he stole the CD, and that he is setting a
poor example for his squad. LCpl David should further be
informed that using his position of leadership to make threats is
in the utmost of unprof essionalism. LCpl White should give LCpl
David the opportunity to return the CD and turn himself in. If
LCpl David refuses these terms, then LCpl White should report the
incident through the chain of command.

e . Exercise #5.

(1) Special Situation. As the XO of a Marine
fighter /attack squadron on deployment in the Mediterranean, you
have been told by the CO to conduct a readiness inspection and
have a report ready within fifteen hours. Shortly after this
order, you learn that your squadron is to fly a combat air patrol
for a TRAP (Tactical Recovery of Aircraft and Personnel) mission
to rescue a downed American Airmen. Upon completing your report,
you realize that you are short on spare parts and not capable of
flying the mission within set safety parameters.

Almost immediately after you turn in your report, you get a
secure call from the CO instructing you to change your report to
reflect a combat ready squadron. The CO further instructs you
that your squadron has the only acceptable readiness level for
the operation and the downed pilot cannot afford to wait for
spare parts. Every delay is an additional threat upon his life.

While you realize that the hostile country in which the pilot
is located has a small air force at best, and that rescuing a
comrade in arms comes in the highest calling, you also realize
that should any unexpected enemy air power show up, that this
operation has "disaster" written all over it. Furthermore,
intelligence has indicated that if the pilot is captured and

6-8

somehow allowed to live, finding his location will be next to
impossible for months to come.

(2) Requirement . Discuss what you would do, taking into
account values, ethics, and right versus wrong.

(3) Proposed Solution. Inform your CO that you will not
falsify a report, but rather you will submit the report through
the chain of command. Also inform your CO that mission
requirements are set for a reason, and disregarding them is not a
wise thing to do. The commander of the operation will be in a
better position to order the operation if he is in possession of
the most accurate reports available. If he feels that the
mission is worth the risk he will still give the go-ahead.

To this point we have discussed doing the right thing with
regards to our peers and fellow Marines. However, the United
States Marine Corps enjoys the greatest reputation of any other
organization on earth. This reputation has not come from hollow
promises, but from battlefield success. Such reputations are not
set in stone and must be constantly maintained if our Corps is to
continue to excel in the next century. As Marines, we are not
only held to a higher standard by our Corps, but by the American
people who support us . When Americans open a newspaper and read
about Marines drunk and disorderly, cheating on tests, and
committing felonies, America's opinion of the Marine Corps
suffers. As for the Marines who commit these crimes, they
gravely tarnish a reputation earned by the blood of thousands who
have gone before.

7. Summary . It has been said that our country lacks the moral
fiber it possessed twenty years ago, and unless we get it back,
our country will cease to be great in the future. The same is
true of the Marine Corps. The task of retaining, believing in,
and applying our core values is as important as ever. The Marine
Corps has the opportunity to lead the way into the next century
in regaining our traditional American values. This belief refers
not only to the law, but to our morals and ethics as well. For
most of us doing the right thing has nothing to do with the law;
it is just about doing the right thing, even when no one is
watching. Walking the lines at "zero dark thirty, " when it is
below freezing is the right thing to do, just as not taking
responsibility for your actions is wrong. Neither of the two may
be in any law, but most of us agree with them. This is where the
ethics and morality behind doing "right" and doing "wrong" come

6-9

into play. When we, as a Corps, can implement these concepts,
and you as a individual Marine, can implement them in every
situation that arises, then we will truly be leading the way and
setting the example for America. It is the right thing to do.

8 . Appendices

Appendix A: Definitions

6-10

RIGHT -vs- WRONG

APPENDIX A
DEFINITIONS**

Right . An ethical or moral quality that constitutes the ideal of
moral propriety and involves various attributes, such as
adherence to duty; obedience to lawful authority, whether divine
or human; and freedom from guilt.

Wrong . Something that is immoral or unethical such as,
Principles, practices, or conduct contrary to justice, goodness,
or equity, or to laws accepted as having divine or human
sanction .

Culture . The body of customary beliefs, social forms, and
material traits constituting a distinct complex tradition of a
racial, religious, or social group.

Sub-culture . An ethnic, regional, economic, or social group,
exhibiting characteristic patterns of behavior sufficient to
distinguish it from others within an embracing culture or
society .

Morality . Goodness and uprightness of behavior; conduct
conforming to the customs or accepted standards of a particular
culture or group.

Morals . Conforming to, or proceeding from a standard of what is
good and right .

Ethics . The principles of conduct governing an individual or a
profession; the discipline dealing with what is good and bad, or
right and wrong, or with moral duty and obligation.

**From Webster's New World Dictionary

6-11

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

MENTORING

1. Introduction . Everybody is a mentor and everybody has
mentors. Most of us just don't use the word. Think back to all
those who have helped you throughout your life to achieve the
successes you have had. Remember that teacher in high school who
helped you understand math, or that coach who worked with you to
be a better sports team player? Remember the times your parents
helped you through tough periods and supported you? They were
mentoring you, providing assistance in the form of counsel to
help you perform better and to assist you in your personal and
professional growth.

2. Overview . The purpose of this period of instruction is to
outline and discuss the purposes and goals of a Mentoring Program
and provide guidance on how to set up and participate in a
Mentoring Program.

3 . Reference

Commandant's White Letter No. 10-95 of 3 May 1995
"Another Leadership Tool".

4. Discussion Leader Notes. Not applicable.

5. Discussion . The following definitions will be used
throughout this chapter.

a. Mentoring . Mentoring is a formal or informal program
that links junior Marines with more experienced Marines for the
purposes of career development and professional growth, through
sharing knowledge and insights that have been learned through the
years .

b. Mentor . A senior Marine who voluntarily undertakes to
coach, advise, and guide a younger Marine in order to enhance
technical / leadership skills and intellectual/professional
development .

7-1

c. Mentee . A junior Marine who voluntarily accepts tutelage
from a more senior Marine for the purpose of enhancing skills and
professional development.

d. Mentoring Connection . A voluntary professional
association between a Mentor and Mentee. It may be of long or
short duration, be conducted in person or by any form of
communication .

6 . Philosophy

a. Since its inception, the Marine Corps has emphasized the
importance of passing on professional knowledge to those we are
privileged to lead. General Lejeune described the imparting of
that knowledge "as a teacher does to a scholar." By definition,
a mentor is a trusted counselor or guide; although not
specifically mentioned in General Lejeune 's comments, the concept
of mentoring as a leadership tool was surely applicable then and
is certainly applicable now.

b. There are no set rules for a mentoring program, but
general guidelines apply. The most important thing to remember
is that mentoring is a professional association formed to enhance
a junior Marine's professional and personal worth to him/herself
and to the Corps. The rules and regulations than define the
relationships between senior and junior Marines apply in total to
mentoring .

c. Mentoring is usually an informal program, but can be
command sponsored. The relationship between mentor and mentee is
voluntary .

d. When there is no command sponsored program, "natural"
mentoring may take place.

e. A mentoring connection is a professional career
development association, whose success is solely the
responsibility of the mentor and mentee.

f. General Carl E. Mundy, Jr., in his White Letter described
mentoring as "another leadership tool that can benefit both the
individual Marine and the organization." He stated "Further, the
concept of mentoring is consistent with the strategies for
achieving one of the goals outlined in our vision of the
future--to utilize fully the talents of our people."

7-2

a. There is no Marine Corps Order that mandates or describes
a Mentoring Program. Thus, the rules that govern a Mentoring
Program are informal and established by individual commands
within guidelines that describe the proper relationships between
juniors and seniors. Where no command-sponsored program exists,
mentors and mentees who establish their own "natural" mentoring
relationships must adhere to all applicable standards of conduct
and regulations for junior/senior professional and personal
relationships .

b. A mentoring program does not replace the chain of command
nor is mentoring meant to interfere with command relationships,
senior/subordinate relationships, or Request Mast. Mentor /mentee
relationships are not to be used to influence fitness reports,
pro-con marks, non- judicial punishment or other disciplinary
actions .

c. The Commandant's White Letter 10-95 of 3 May 1995
requested commanding generals, commanding officers, and officers
in charge "to take appropriate steps to develop and implement a
voluntary, informal mentoring program that allows the opportunity
for each officer to be involved throughout his or her career."

d. Mentoring should be a universal program. Mentoring is
useful for all Marines, officer and enlisted, minority or
majority, male and female. While it is useful for mentor and
mentee to have some things in common, it is not necessary. All
that is necessary, is a willingness on the part of both parties
to make a genuine effort to improve the performance and
professional prospects for success of the mentee and to follow
guidelines set forth in Marine Corps rules and regulations that
describe the proper relationships between seniors and juniors,
officers and enlisted, male and female Marines.

8. Mentor-Mentee Associations. Mentoring shouldn't happen by
chance. Both members of the mentoring connection have
responsibilities .

a. Mentor Roles. The roles assumed by a mentor depend on the
needs of the mentee and on the association established between
the two. There are at least ten roles a mentor can assume:

7-3

(1) Teacher . As a teacher, the mentor teaches the
mentee the skills and knowledge required to perform the job
successfully .

(2) Guide . As a guide, the mentor helps the mentee
to understand how to "navigate" and understand the inner workings
of an organization. Sometimes this includes passing on
information about the unwritten "rules" for success.

(3) Counselor . Requires establishment of trust in
the mentoring association. A counselor listens to possible
ethics situations and provides guidance to help the mentee find
his or her own solutions and improve his/her own problem solving
skills .

(4) Motivator . A mentor shows support to help a
mentee through the tough times, keeping the mentee focused on
developing job skills to improve performance, self respect, and a
sense of self-worth.

(5) Sponsor . The mentor helps to create
possibilities for the mentee that may otherwise not be available.
Opportunities should be challenging and instructive, without
being overwhelming. Do not set the Mentee up for failure.

(6) Coach . A coach observes performance, assesses
capabilities, provides feedback to the mentee, and instructs with
a view to improve performance. Then the loop repeats.

(7) Advisor . A mentor helps the mentee develop
professional interests and set realistic career goals. Goals
should be specific, have a time-frame and set deadlines, be
results oriented, relevant, and reachable.

(8) Referral Agent . Once a career plan is developed,
the mentor assists the mentee in approaching persons who can
provide training, information, and assistance. The mentor also
points the mentee to relevant career enhancing schools,
correspondence courses, books, reading, professional
organizations, and self improvement activities.

(9) Role Model . The mentor is a living example for
the mentee to emulate. A mentor must lead and teach by example.

7-4

(10) Door Opener . The mentor opens doors of
opportunity by helping the mentee establish a network of
professional contacts both within and outside the Marine Corps.
He/she helps the mentee understand the importance of staying in
touch with seniors, peers, and juniors to exchange information,
ideas, and concerns.

b . Mentee Roles

(1) Willing . The mentee must want to improve
performance, contribute to the organization, and enhance
professional prospects and be willing to work to reach his/her
goals .

(2) Active . A mentee takes action based on career goals,
suggestions of a mentor, job requirements, and educational
opportunities .

(3) Accepting . A mentee is willing to accept
responsibility for his/her actions, accept meaningful feedback
and criticism, and accept guidance and counseling from his/her
mentor .

(4) Respectful . The mentee shows consideration and
respect for the mentor's willingness to help and seriously
considers all advice and suggestions from the mentor. He/she is
open-minded; progress takes time and effort.

(5) Professional . The mentor /mentee relationship is
professional at all times. Both parties should be respectful of
privacy and each others personal lives.

(6) Prepared . The mentee is ready to move beyond the
mentoring association, once the association has served its
purpose .

c. Establishing a Mentoring Connection. There are six stages
to developing, maintaining, and terminating a mentoring
connection :

(1) Identification Stage . Most mentoring associations
are formed haphazardly, except where a command- sponsored program
is in place. Where no program exists, either a senior or junior
may initiate the mentoring connection. Seniors look for Marines
with potential for improvement who need guidance. Juniors

7-5

recognize that they need assistance with some facet of their
professional development and seek help to improve. There may be
some common bond between mentor and mentee such as MOS, gender,
race, hometown, hobbies, unit, etc.

(2) Preparation stage . Both Mentor and Mentee must want
to establish the mentoring association. They should understand
the purpose of the relationship, expectations, goals, risks, and
rewards .

(3) Initiation stage . The mentor and mentee set the
parameters, discuss and set goals, decide on time- frames, and
write a plan with a time-frame.

(4) Cultivation stage . This is the stage where the
mentor teaches job skills, provides guidance, lends psychological
support, opens doors, and provides counsel. The mentee works to
improve performance, learn new skills, follow guidance, and
actively learn the organization, its goals and "ethos."

(5) Redefinition stage . A review and action phase where
the mentor and mentee assess accomplishments, reorient the action
plan, and redefine goals. During this stage one or both parties
may decide to end the association.

(6) Termination stage . Parties may decide during the
redefinition stage to terminate the association due to positive
or negative factors. Mentor and mentee should discuss which
goals were achieved and which were not. Both should endeavor to
make a realistic assessment of strengths and weaknesses of the
association. Sometimes mentoring associations continue
indefinitely .

d . Tools for a Successful Mentoring Connection

(1) Effective Interpersonal Communication Skills . Both
mentor and mentee must be able to adequately express to each
other the messages they want to get across . Interpersonal
communication is a dynamic, never-ending, two-way process that is
oriented towards the receiver. Messages are written, spoken,
verbal, and non-verbal. The receiver must listen, read, reflect,
and respond. There are barriers to effective communication. In a
mentoring connection, it is better for the mentor to avoid being
authoritarian, admonishing, threatening, or too critical and
negative. The mentor must strike the right balance between being

7-6

overly harsh or coddling the mentee. Feedback is necessary for
any communication loop to develop and operate properly. Encourage
the mentee to discuss what is and isn't working for him or her.
Mentor, ensure you understand and observe the mentee and his/her
work so you can provide meaningful help and guidance.

(2) Personal Assessment . Each mentee with his/her
mentor's assistance, must truthfully perform a self -assessment to
identify both strengths and weaknesses. Look at past performance,
performance reports, MOS school grades and other performance
indicators. Examine the criteria for advancement. What schools,
outside educational courses, Marine Corps Institute courses, and
other improvement opportunities are important to the mentee ' s
career advancement? Once strengths and weaknesses are examined,

a listing is made of areas for improvement or enhancement.

(3) Make a Career Development Plan. The mentor and
mentee look at the mentee ' s strengths and weaknesses and develop
a plan to use educational and professional opportunities to
develop necessary skills and professional attributes in the
mentee. The plan can be based on both short and long term
improvements. The mentee ' s first goal may be to attain the
necessary cutting score for promotion. Maybe an improvement in
the Physical Fitness Test Score, or another MCI course is all
that is needed. Look at the long term. What professional schools
should the mentee seek to attend to prepare for increased
responsibility? Does the mentee need further formal education, or
even a college degree to fully meet his/her goals? Of what
professional organizations should the mentee be a member of?
Follow the plan. The mentor can help attain goals by utilizing
formal and informal contacts, writing letters of introduction,
helping prepare the mentee for formal schooling, etc.

Re-evaluate the plan. When a major goal is achieved,
expectations may rise. Don't be afraid to set the "bar" a little
higher. Conversely, some goals may not be achievable, therefore
a reassessment of what is and isn't practical may be necessary.

e. The successful mentoring connection. How are mentoring
connections formed?

(1) Command sponsorship . Some commands have established
programs for mentoring. They keep a list of volunteers from
among the more senior members and from among the interested
juniors. Matches are made based on a number of elements like

7-7

working relationships, shared interests such as MOS or
background, and other natural factors. A command may establish
mentoring relationships for all personnel. Some will work out;
some will not. The Commanding Officer will set the parameters
for the program, but should give considerable leeway to allow
mentors and mentees the ability to design their programs based on
individual preferences and goals.

(2) Natural mentoring associations. Most mentoring
occurs "naturally." In other words, some shared experience,
background, or other factor causes the connection to occur almost
by itself. A mentee looking for help may want to emulate the
success and style of a senior and asks for assistance. A senior
may see the spark of potential in a junior and take
responsibility to encourage and assist. Naturally formed
mentoring connections should be encouraged. Both members of the
connection should utilize the steps and stages to enhance the
chances of success. Assess, make a plan, execute the plan,
re-assess, adjust, and recognize the responsibility of each
member of the mentoring connection.

f . Improper mentoring relationships

(1) The Marine Corps Manual (MCM) paragraph 110 0.4
defines an "improper relationship as: "situations that invite or
give the appearance of familiarity or undue informality among
Marines of different grades."

(2) The sentence states that familiarity and undue
informality between Marines of different grades is improper.
Further, it states that perception is important because the
relationship or situation must not invite or give the appearance

of familiarity or undue informality.

(3) It is primarily the mentor's responsibility to ensure
that the mentoring connection is kept on the proper professional
level. The command should know that the mentor and mentee, if in
the same unit, are working together to improve the mentee ' s
performance. Don't hide the connection. Be open and above board
in all actions. Strictly adhere to the guidelines contained in
the MCM.

Transition . We have briefly discussed Mentoring and its effects
on individuals and the Marine Corps. Mentoring can be a powerful
tool to ensure that all Marines perform to the best of their

7-8

abilities, have opportunities for advancement and
self -improvement , and can contribute to the success of the Corps.
"Another leadership tool" is how General Mundy put it. Mentoring
is another arrow in the quiver of successful, concerned leaders
to encourage and help their Marines.

7-9

(

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

SUBSTANCE ABUSE

1. Introduction . The United States Marine Corps will not
tolerate the distribution, possession or use of illegal
substances .

2. Overview. The purpose of this period of instruction is to
introduce the established policies, programs, and punishments
involving the use and abuse of alcohol and drugs in the Marine
Corps .

3. References . The following provides additional information on
Substance Abuse:

MCO P5300.12, The Marine Corps Substance Abuse Program
NAVMC 2 75 0

4. Discussion Leader Notes. Not applicable.

5 . Discussion

a . Purpose of Preventive Education.

(1) In order to make responsible decisions, leaders must
possess knowledge and be thoroughly familiar with the Marine
Corps policies concerning drug abuse. MCO P53 00.12, Chapter 4,
The Marine Corps Substance Abuse Program, and NAVMC 2 7 50 are the
basic references that provide information and guidance to
commanders. To ensure an effective drug abuse program, leaders
must be familiar with these documents, and also must be aware of
local commanders' policies on this issue.

(2) Additionally, leaders must be aware of their role in
ensuring that all Marines and Sailors in their command are
properly educated. An aggressive education program must be
pursued at the lowest level to ensure that all Marines and
Sailors are kept informed of the physical dangers and serious
consequences they will face due to illegal drug use in the Marine
Corps .

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(3) It is only through a concerned and total leadership
effort that we as leaders can help Marines avoid the
ramifications of illegal drug use. This effort must encompass
all leadership ranks from NCO up.

b . Leadership Responsibilities.

(1) In light of the current influence that drug use has
on society, there is an overwhelming responsibility for leaders
to set and instill standards that promote a drug-free
environment. Some of the ways that we can encourage this are:

(a) Change existing attitudes about drugs and their
use. Your Marines have come from a wide variety of backgrounds.
Many of them have lived in environments where drug trafficking
and use were a part of everyday life. We must instill in them
the belief that the use of drugs is harmful not only to them, but
also to the team effort that we as Marines enjoy.

(b) Developing peer pressure amongst your Marines
through building a "tight unit" will encourage Marines to avoid
drugs -- looking out for one another. This will also prevent
outsiders, or newly joined Marines, with drug habits from
introducing drugs into your unit.

(c) As leaders, we must also be concerned about the
quality of life that is available to Marines. This is
particularly true during overseas deployments where Marines are
without transportation, family, or the opportunity to pursue
their normal interests. Leaders should encourage unit
camaraderie by scheduling activities after normal working hours
and on weekends to break up the monotony of deployment life and
offer an alternative to the temptations of drugs as an escape.

(2) By educating Marines and Sailors about the inherent
health risks, as well as the serious consequences that can result
if they are caught, we can help them make more informed decisions
concerning the use of illegal drugs.

(3) The education process is and must be continuous, both
to ensure that new members are fully educated, and to reemphasize
to present members the importance of not allowing drugs to affect
unit performance and overall safety.

8-2

(4) The consequences for use of illegal drugs vary from
state to state. Possession amounts in one state may equal
distribution amounts in another. The same holds true for foreign
countries. Since we can expect to deploy as Marines, we must
inform our subordinates of each country's law regarding
possession and use of illegal drugs. Laws in Okinawa, for
example, are extremely severe, and Marines caught using or
distributing drugs are subject to imprisonment in Japanese
prisons. This can result in a lengthy trial process and
relatively long sentence where the Marine is forced to live
without benefit of usual American democratic rights or English
speaking prison-mates. It is in the best interest of the Marine
that he is briefed before, and upon arrival in Okinawa, about the
harsh punishments above and beyond those that the Marine Corps
can impose.

Transition . Now that you have an understanding of prevention
through education, let's take a look at the deterrent measures
taken by the Marine Corps. The most effective deterrent for
those who violate drug policy are the means by which we identify
the user or trafficker.

c . Deterrent Measures

(1) Identification Means. Aggressive identification
measures offer the single best method of reducing drug abuse in
the Marine Corps. Speedy detection prevents escalation of drug
use to a point where treatment /rehabilitation is necessary and
the Marine becomes a liability to the unit and fellow Marines.
There are many methods available to a commander to identify drug
users, both within the unit and from external agencies.

(2) Organizations such as the Naval Criminal
Investigative Service and local law enforcement agencies work
through under-cover operations and investigations to identify
distributors and users for arrest and prosecution.

(3) Random inspections of unit areas combined with the
use of dogs can deter Marines from retaining drugs in their
vehicles or in the barracks .

(4) Perhaps the most effective method is to know your
Marines. Generally one can recognize changes in behavior and
personality that signal either a personal problem or worse yet, a
drug problem. An active and interested leader can do a great

8-3

deal to prevent young Marines from falling to the temptations
that are often present around military bases.

d . Urinalysis Program

(1) Each unit will have a urinalysis program which will
be run by the unit's Substance Abuse Control Officer (SACO) .
This position is normally held by a SNCO or NCO . They monitor
and schedule urinalysis screenings when requested by the
commanding officer and provide counseling and education to unit
members .

(2) The purpose of the urinalysis is to deter, identify,
and confirm illegal drug use as early as possible. Testing
begins at the earliest available time following accession into
the Marine Corps. By identifying drug users early, the Marine
Corps can remove them from the Marine Corps before they can
influence others.

(3) No person who indicates dependency on drugs will be
accessed into the Marine Corps. The following testing
enforcement standards have been established to further reduce the
possibility of illegal drug users from entering the Corps:

Officer Candidates 30th day

TBS Students 3 0th day

Recruit 96 Hours

(4) Notice that recruits are tested within the first 96
hours . The rationale is to detect use of such body soluble drugs
as cocaine which may be undetectable after 72 hours or less.
Samples may be initially tested using a portable test kit.

(5) History. Less than two years ago a second lieutenant
tested positive on his screening urinalysis at TBS and was
summarily discharged from the Marine Corps. At Second Marines,
in Camp Lejeune, two gunnery sergeants who also turned up
positive for cocaine suffered the same fate-- this after nearly
18 years of service in the Marine Corps. The urinalysis
screening is strictly black and white; you either did or you
didn't use drugs. It does not differentiate between rank or
experience .

(6) Urinalysis Test Kits can screen for the following
illegal substances:

8-4

THC (Cannabis, Marijuana)
Cocaine

Amphetamines (Uppers)
Barbiturates (Downers)
PCP

Steroids

(7) The most commonly used drugs are marijuana,
cocaine, and steroids. Recently in Camp Lejeune, the drug LSD,
or acid, has apparently become popular due to its low cost and
the difficulty in detecting it on a urinalysis. Samples must be
taken soon after its use, and they must be specifically tested
for LSD. Confirmation for legal action, in any case, must be
accomplished at a DoD-certif ied Navy Drug Screening Lab.

Transition . Now that we have seen what the urinalysis
program can do, let's move on to the premises of testing our
Marines .

e . Testing premises.

(1) Inspections, random screenings, unit sweeps,
accession testing, rehabilitation, and facility testing.

(2) Searches and Seizures, command testing, personal

consent .

(3) Fitness for Duty, command directed, physician
directed, safety, rehabilitation.

(4) Additional reasons, courts martial, personal
reliability .

(5) There must be strict compliance with MCO P5300.12,
regarding "Chain of Custody." There are two reasons for such
strict compliance with this order and the legality of testing
premises. They are:

(a) Protection of individual rights (which must be
adhered to at all times) .

(b) Continued program reliability.

8-5

(7) In order to successfully prosecute an individual
based upon a urinalysis result, a solid record of the chain of
custody must be established without question from the unit SACO
to the DoD screening facility. Any questionable violation of
procedure can be grounds for acquittal and dismissal of all
charges. Defense counsels in all cases of drug abuse will
regularly pursue this venue to attempt to discredit urinalysis
results .

Transition . Now that the drug violator has been identified,
we will punish and separate the individual.

f . Identification, punishment, and separation.

(1) The Marine Corps policy concerning drugs states that,
"Distribution, possession, or use of illegal substances is not
tolerated. " This policy is crystal clear in its meaning and
intent, and all commanders should do their utmost to see it
enforced .

(2) A Marine identified as a trafficker will be
disciplined to the fullest extent possible (remember, however,
that what constitutes trafficking varies from state to state) .

If for some reason punitive discharge is not awarded, the command
should administratively separate the offender.

(3) Disciplinary action and processing for separation are
appropriate, regardless of rank.

(4) Following separation, all Marines must be provided
the address of a local VA Hospital where they will be afforded
Level III equivalent rehabilitation treatment.

Transition . Once a drug user has been identified, the
following administrative action may be taken, in addition to
punitive actions, to discourage drug policy violators.

g . Administrative action.

(1) Denial of base driving privileges.

(2) Eviction from government quarters for married
personnel, to include their families.

8-6

a BEQ.

above

(3) Unmarried Marines may be forced to move on base into

(4) Page 11, 12 13 entry into SRB as required.

(5) CMC directed/special fitness report (Sergeant and

(6) Expeditious discharge.

(7) When preventive education and identification measures
fail, the only recourse is to pursue legal action to the fullest
extent possible. Any leniency in dealing with drug users sends
an improper message to Marines and Sailors in the unit.

Transition . Now that you have a better understanding of the
policies, punishments, and programs related to the use of illegal
drugs, let's take a look at an equally disturbing trend in the
services: alcohol abuse.

h . Alcohol abuse.

(1) Alcohol abuse is any irresponsible use of alcohol
that adversely affects individual or unit performance.
Consumption alone does not constitute abuse. Alcohol abuse is
generally characterized by:

(a) Violent crime.

(b) Auto accidents.

(d) Absenteeism.

(e) Aggressive behavior

(f) Irresponsible acts.

(2) Marine Corps policy on alcohol abuse, as in the case
of drug abuse, is one of zero tolerance.

(3) Prevention of alcohol abuse in the Marine Corps is
the joint responsibility of both the individual and the
supervisor. All officers, SNCOs , and NCOs must become involved.

8-7

Once identified, the irresponsible drinker must be confronted
and appropriate action taken.

(4) Key elements of the leadership effort to eliminate
alcohol abuse are:

(a) Prevention.

(b) Timely identification.

(d) Effective treatment.

(e) Appropriate discipline.

(f) Restoration to full duty.

(g) Separation as appropriate.

(5) Enforcement standards are as follows:

(a) No one accessed with an alcohol need.

(b) Sub-standard performance, misconduct, and
incapacity to perform are not condoned.

(c) Prompt, appropriate disciplinary action or
administrative action will result from alcohol-related acts or
misconduct .

(d) One year revocation of base driving privileges

for DWI/DUI.

(e) Required participation in organized education
treatment program.

(f) Refusal to cooperate with treatment is grounds
for separation.

(6) The goals of the Marine Corps Alcohol Abuse Program

are :

(a) Identification.

8-8

(b) Appropriate treatment.

(7) Prevention and detection measures used are:

(a) Identify abusers.

(b) Health and welfare inspections.

(d) Unit commanders formally counsel alcohol abusers.

(e) De-glamorize alcohol.

(8) As leaders, the best place to start is by
deglamorizing alcohol and minimizing the importance it holds
among Marines. Practices which tend to encourage or glamorize
the use of alcohol must be avoided.

(9) When throwing parties within your command, provide
sodas and other non-alcoholic beverages, as well as beer. Teach
and encourage Marines to realize that it is all right not to be
heavy drinkers or even to drink at all. Discourage beer chugging
contests or slamming down shots of alcohol. Officers and SNCOs
should set a good example at these functions by demonstrating
responsible consumption of alcohol . Show Marines that they can
have a good time without becoming grossly intoxicated. Dispel
notions that "hard-drinking" means "hard-charging."

(10) Commanders should also institute policies which
support the responsible consumption of alcohol. Such policies
may include designated drivers, buddy system on liberty, a
responsible limit for officers and SNCOs at command sponsored
functions. While on ship's liberty, officers and SNCOs should
send Marines and Sailors back to the ship when they are found
drinking irresponsibly. Units in Camp Lejeune recently
instituted a Cab Chit where drunk Marines and Sailors could
produce a laminated chit that would direct a cab to deliver the
member to the unit's OOD. The OOD pays the cab out of a unit
fund and the Marine must pay the money back on the following
workday.

8-9

(11) Alcohol abusers will be held accountable for their
actions. Alcohol is never a rationale for inappropriate conduct.
Your Marines must understand that once they have consumed a
single beer, all of their decisions and actions are alcohol-
related. Educate them to choose their drinking environment
carefully. Almost all Marine Corps bases regularly screen all
drivers coming through gates after a certain hour on weekends .
Any slight smell of alcohol on a driver's breath usually results
in a trip to the military police station and a ticket for DUI .

Transition . The Corps wants to help Marines with substance
abuse problems and aggressively promotes several programs that
are effective in rehabilitating alcohol abusers and returning
them to their units as productive members.

i . Rehabilitation Programs.

(1) Level I: Unit programs conducted at regiment, group,
squadron, separate battalion level, and at barracks.

(a) Unit commanders are responsible for running the
program at this level, assisted by the unit SACO. The program
provides command counseling, basic alcohol/alcoholism preventive
education, discipline, and rudimentary screening for the first-
time non-dependent abuser.

(b) Leaders must supervise their Marines' attendance
and ask Marines who attend about the caliber of instruction to
ensure its effectiveness.

(c) After Level I rudimentary screening, a decision
is made as to whether or not the Marine needs additional help.
Suspected substance dependent Marines should be sent to Level II
for evaluation and follow-on medical diagnosis.

(2) Level II treatment is conducted at division, wing,
FSSG, base, station, and depot level. It provides in-depth
screening and evaluation for possible alcohol dependency and
out-patient, or short term treatment for non-dependent abusers
who fail to benefit from Level I or who exceed the capabilities
of the Level I program.

(a) Level II. The Marine's treatment is now the
responsibility of the commanding general and commanding officers
of the command. Once again, attendance must be supervised.

8-10

Failure to attend will result in a phone call from the CG ' s
staff to your battalion commander, which will almost certainly
trickle downhill to your level. "Training in the field" does not
justify non-attendance.

(b) Level II is ordinarily out-patient care not to
exceed 14 days or in-patient not to exceed 30 days. Results of
the medical evaluation prior to admission may determine a
patient's requirement for either in-patient or out-patient care.

(c) Level II treatment consists of an in-depth
screening and evaluation for possible substance dependency. If
it is determined during the course of treatment at Level II that
a dependency exists, the patient will be entered into the Level
III program as soon as a bed space becomes available. As
openings are limited, it can sometimes be several weeks before a
Marine begins treatment .

(3) Level III Navy Residential Treatment Programs are:

(a) Navy Alcohol Rehabilitation Services (ARS) .

(b) Navy Rehabilitation Centers (NRC) .

(4) Upon completion of Level II or Level III, Marines
will be entered into a 180 day follow-up program. These
follow-up programs consist of:

(a) Commanding officer interview within one week of
completion of treatment where the commander will:

[1] Discuss recommendations of treatment

facility .

[2] Discuss follow up programs.

[3] Advise Marine of performance and conduct
(both expected and at intervals during follow-up program) .

(b) Counseling and participation in a follow-up
program that will help encourage Marines to avoid alcohol.

8-11

(5) Relapse. Relapse is expected, but if during the
relapse the Marine violates the UCMJ, he/she will be held
accountable for his or her actions. If the Marine makes little
attempt to remain alcohol free following treatment, then
administrative separation will occur. Leaders should recognize
the danger of relapse and show an active interest in the progress
of Marines attempting to kick an alcohol habit. This can be
especially difficult considering the prevalence of alcohol around
military crowds.

Transition . During this portion of the class, introduce a
progressive scenario which allows decisions at various stages of
the scenario.

j. You have a Marine by the name of Corporal Hansen. His
last proficiency/conduct marks were the highest you recommended
in the platoon -4.9/5.0. He is presently serving in a
sergeant's billet and seems to possess the knowledge and maturity
required for that billet.

(1) You notice in the battalion OOD logbook that he was
logged in for arguing with another corporal at the NCO club that
resulted in a shoving match. The incident was eventually broken
up by the NCO club manager. Corporal Hansen had three beers
prior to the incident. Choose one of the following courses of
action :

(a) Do nothing. Ignore the situation.

(b) Call in Corporal Hansen and give a verbal

counseling .

(d) Produce a written counseling sheet which includes
specifics of the incident, consequences of further incidents, and
guidance for the future.

(e) Make an administrative entry on page 11 of the
Marines' SRB .

(f) Send Corporal Hansen to Level I for evaluation
after written counseling.

8-12

(2) Two months pass and Corporal Hansen applies for the
Marine Security Guard Program, a highly competitive program for
Marines to serve in American Embassies and Consulates worldwide.

(a) If you chose A, B, C, or D above, Corporal Hansen
will be accepted into the program.

(b) Option E requires a waiver from the Battalion
Commander stating that the Marine is highly qualified. You vouch
for the Marine's character and explain the page 11 entry.

(3) Three months pass and you have deployed to Okinawa,
Japan. After a month on the island, Corporal Hansen gets into a
fight with a corporal assigned to the "ville" patrol. Corporal
Hansen had eight beers prior to the fight. Make the same choices
(A - F) available. Once choice is made, read the following:

(4) Your company commander has referred Corporal Hansen
to battalion commander's NJP for fighting. If you chose after
the first incident :

(a) A or B, the battalion CO brings you into NJP to
ask you about Corporal Hansen's past performance. You bring up
the prior incident, however , you are unprepared to provide
details .

(b) C, you can provide some detail to the battalion

commander .

(c) D or E, you provide exactly the information that
the battalion CO needs to determine punishment, but the battalion
CO asks why Corporal Hansen wasn't sent to Level I upon the first
incident .

(d) F, battalion commander compliments you on sending
him to Level I treatment upon the first incident - OR - asks you
why you didn't send him upon first incident which was alcohol
related .

(5) For those who chose not to send Corporal Hansen to
Level I upon first alcohol related incident, the scenario
continues. Corporal Hansen was sent to Level II and subsequently

8-13

to Level III. He was treated for his alcoholism which did not
relapse. Corporal Hansen was discharged at the end of his 5 year
service contract because he was no longer competitive with the
Battalion Commander's NJP on his record.

(6) For those sending Corporal Hansen to Level I
immediately: Corporal Hansen was not accepted into the MSG
program, but reenlisted after a complete recovery at Level III
and continues his stellar performance.

6. Appendices . Not applicable.

8-14

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

SEXUAL HARASSMENT

1. Introduction . All Marines share responsibility for
maintaining the proper environment of mutual respect and
confidence within their units. Teamwork, esprit de corps, and
identity with a common purpose are the key aspects which make our
Marine Corps what it is today; a proud, effective military force.
Sexual harassment is one type of discriminatory behavior that
erodes morale and discipline and is capable of destroying unit
readiness .

2. Overview. The purpose of this discussion is to understand the
problems of sexual harassment to include:

a. The nature of sexual harassment.

b. Marine Corps policy concerning sexual harassment.

c. How to deal with sexual harassment.

3 . References

DoD Directive 1350.2

SECNAVINST 5300.26

MCO 5300. 10A

MCO P5354.KC)

Manual for Courts Martial

4. Discussion Leader Notes. Not applicable.

5 . Discussion

a. Sexual harassment is a form of discriminatory behavior
that erodes morale and discipline and, if not eliminated, can
have an adverse effect on mission readiness. The Secretary of
Defense has issued policy guidance which defines sexual
harassment and emphasizes the Department's policy that sexual
harassment will not be condoned or tolerated.

b. The Marine Corps policy on sexual harassment is based
upon the references. Sexual harassment is unacceptable behavior
for military or civilian personnel. Such behavior will be dealt

9-1

with immediately through the leadership/ supervisory structures
of the Marine Corps, to include the Uniform Code of Military
Justice .

(1) Before we begin our discussion, let's define sexual
harassment .

(a) Sexual harassment is a form of sex discrimination
that involves unwelcomed sexual advances, requests for sexual
favors, and other verbal or physical conduct or a sexual nature
when :

[1] submission to or rejection of such conduct is
made either explicitly or implicitly a term or condition of a
person's job, pay, career, or

[2] submission to or rejection of such conduct by
a person is used as a basis for career or employment decisions
affecting that person, or

[3] such conduct interferes with an individual's
performance or creates an intimidating, hostile, or offensive
environment .

(b) This definition emphasizes that workplace
conduct, to be actionable as "abusive work environment"
harassment, need not result in concrete psychological harm to the
victim, but rather need only be so severe or pervasive that a
reasonable person would perceive, and the victim does perceive,
the work environment as hostile or abusive. {Note: "workplace"
is an expansive term for military members and may include conduct
on or off duty, 24 hours a day} .

(c) Any person in a supervisory or command position
who uses or condones any form of sexual behavior to control,
influence, or affect the career, pay, or job of a military member
or civilian employee is engaging in sexual harassment.
Similarly, any military member or civilian employee who makes
deliberate or repeated unwelcomed verbal comments, gestures, or
physical contact of a sexual nature in the workplace is also
engaging in sexual harassment.

(2) To ensure an understanding of the definition, let's
discuss the key terms. Have the group discuss each key term
individual ly .

9-2

(a) Career or employment decisions. The decision
must concern some aspect of the employment, career, pay, duty
assignment, benefits, or privileges of another.

(b) Condition. To make some aspect of another's
employment, career, pay, duty assignment, benefits, or privileges
contingent upon fulfillment of some requirement the maker thereof
has no right to impose.

(c) Discrimination. For purposes of this
instruction, discrimination means the illegal treatment of a
person or group based on handicap, race, color, national origin,
age, religion, or sex. Sex discrimination refers to the practice
of wrongfully treating men and women differently in the
workplace, solely because of their sex. The Supreme Court has
held that sexual harassment of both men and women is a form of
sex discrimination.

(d) Hostile environment. A type of sexual harassment
that occurs when the unwelcome sexual behavior of one or more
persons in a workplace produces a work atmosphere which is
offensive, intimidating, or abusive to another person using the
reasonable standard.

(e) "Quid Pro Quo" or "this for that." A type of
sexual harassment that occurs when submitting to or rejecting
such behavior is used as a basis for decisions affecting any
person's employment, job, pay, or career. This could be a
promise of employment, a promotion, a threat of or an actual
demotion, a duty assignment, or a positive or negative
performance evaluation.

(f) Reasonable person standard. An objective test
used to determine if behavior constitutes sexual harassment.
This standard considers what a reasonable person's reaction would
have been under similar circumstances and in a similar
environment. The reasonable person standard considers the
recipient's perspective and not stereotyped notions of acceptable
behavior. For example, a work environment in which sexual slurs,
the display of sexually suggestive calendars, or other offensive
sexual behavior abound can constitute sexual harassment even if
other people might deem it to be harmless or insignificant.

(g) Recipient. Anyone subjected to sexual harassment
as defined in this instruction.

9-3

(h) Reprisal. The wrongful threatening or taking of
either unfavorable action against another or withholding
favorable action from another solely in response to a report of
sexual harassment or violations of this instruction.

(i) Severe or pervasive. These terms derive their
meaning in the context of the conduct engaged in and the
surrounding facts and circumstances. Obvious examples of severe
conduct include indecent assaults or offensive requests for
sexual favors. Pervasive conduct is that which is repeated or
widespread, or evidences a pattern.

(j) Sexual favors. Sexual privileges that are
granted or conceded in the work environment.

(k) Sexual nature. Conduct that a reasonable person
would find sexual in nature in light of the relevant facts and
circumstances. Behavior does not need to be overtly sexual if it
creates an offensive work environment. Examples include but are
not limited to sexist remarks or slurs, sexual advances, displays
of pornographic material, touching, language, gestures,
mannerisms, and similar behavior.

(1) Unwelcome advances. Conduct that is not
solicited and which is considered objectionable by the person to
whom it is directed and which is found to be undesirable or
offensive using a reasonable person standard.

(m) Work environment. The workplace or any other
place that is work-connected, as well as the conditions or
atmosphere under which people are required to work. (An
expansive term for military members and may include conduct on or
off duty, 24 hours a day. )

(3) Refer back to the definition and have the group
discuss the two types of sexual harassment.

(a) Subparagraphs 1 and 2 of the definition are " quid
pro quo " sexual harassment. A violation of these paragraphs
means a person had made an employment decision based on whether a
person submitted or refused to summit to sexual advances,
requests for sexual favors, or other conduct of a sexual nature.

(b) Subparagraph 3 is referring to creating an
intimidating, hostile, or offensive work environment. This type
of harassment interferes with the individual's work performance.

9-4

(4) Discuss the three types of sexual harassment and have
the group give examples.

(a) Verbal Sexual Harassment. Requires conscious
effort, such as:

[1] Whistling or making cat calls at someone.

[2] Sexual comments about clothing or body.

[3] Personal sexual questions.

[4] Telling jokes or stories.

[5] Turning discussions into sexual topics.

[6] Using sexual connotations or innuendoes.

[7] Telling lies or spreading rumors about a
person's personal sex life.

(b) Nonverbal sexual harassment. Like verbal
behaviors, nonverbal behaviors that constitute sexual harassment
take on many forms. Some examples are:

[1] Paying unwanted attention to someone by
staring at their body.

[2] Displaying sexually suggestive visuals
(centerfolds, calendars, cartoons, etc.).

[3] Ashtrays, coffee cups, figurines, and other
items depicting sexual parts of the anatomy through actuality or
innuendo .

[4] Sexually oriented entertainment in
organizations, base facilities, or officially sanctioned
functions .

[5] Making sexually suggestive gestures with
hands or through body movement (blowing kisses, licking lips,
winking, lowering pants, raising skirt, etc.) .

9-5

[1] Hanging around, standing close to or brushing
against a person.

[2] Touching a person's clothing, hair, or body.

[3] Hugging, kissing, patting, or stroking.

[4] Touching, pinching, bumping, or cornering.

[5] Blocking a passageway.

(5) Sexual remarks from subtle hints to direct
propositions for sexual favors constitute sexual harassment and
include, but are not limited to:

(a) Invitations by a senior to a subordinate to
lunch, drinks, dinner, having an implied (perceived) purpose of
leading to sexual favors.

(b) Threats from hints such as: "Your life would be
easier here if you were friendlier," to blunt statements: "If you
want that training or assignment, maybe we'd better get to know
each other better this evening."

(6) What is the Marine Corps policy on sexual harassment?

Sexual harassment, as defined above, is unacceptable
behavior for military or civilian personnel. Such behavior will
be dealt with immediately through the leadership/ supervisory
structures of the Marine Corps, to include the Uniform Code of
Military Justice. Leaders and supervisors have a responsibility
to create an environment of mutual respect in which all personnel
can work toward mission accomplishment.

(7) What is the responsibility of the commander? (Have
the group discuss the commander's responsibility and the type of
sexual harassment training received in their unit.)

(a) One of the responsibilities of all commanders is
to ensure the contents of MCO 5300. 10A are brought to the
attention of all military members and civilian employees.

(b) Another responsibility of the commander is to
conduct training to promote an understanding of sexual harassment
and its potential adverse impact on mission readiness.

9-6

(8) Have the group discuss the responsibility of the
individual Marine.

Every Marine shares responsibility for maintaining
proper behavior with one another so that everyone can contribute
their best efforts to the accomplishment of the unit mission.

(9) Discuss the responsibilities of the leader in the
event of a sexual harassment situation.

(a) The leader must take some form of action. The
action taken will be appropriate for the individual situation.

(b) Inform the chain of command, if appropriate.

[1] Legal Office

[2] Employee Employment Opportunity Counselor

(civilians )

[3] Family Service Center

[4] Medical Treatment Facility

[5] Chaplains

[6] Equal Opportunity Advisors

(d) Complaints of sexual harassment will be dealt
with by the leader in the same manner as any complaint of
violation of the UCMJ. It is the responsibility of the leader to
maintain proper standards of behavior by all Marines in
accordance with the Marine Corps ' traditional requirement for
good order and discipline.

(e) Most importantly, the leader is responsible for
ensuring that subordinates do not suffer any repercussions for
reporting sexual harassment .

(f) Overall, "PREVENTION" of sexual harassment is a
leadership responsibility. Such behavior is degrading to the
individual, destructive of morale, and is punishable under the
Uniform Code of Military Justice.

9-7

(10) Discuss with the group, the Informal Resolution
System, (IRS) . Each student should have a copy of the Resolving
Conflict pamphlet (original copy or reproduced) for this portion
of the discussion. (Resolving Conflict pamphlets can be obtained
for the unit Equal Opportunity Advisor's Training Information
Resources Library, (TIR) .

(a) Discuss the "behavior zones" of sexual

harassment .

(b) Also, have the group discuss the responsibilities

of the:

[1] Recipient

[2] Offending Person

[3] Other Person

[4] Supervisor

(11) What is the impact of sexual harassment on the
individual?

Detachment

Denial

c )

Relabeling

Avoidance

e )

Affects their work performance

f )

General psychological well being

Physical health

(12) "The only reason the United States of America needs a
Marine Corps is to fight and win wars. Everything else is
secondary. " Keep this quote in mind from Leading Marines
(FMFM1-0) when discussing the impact that sexual harassment has
on the mission.

(a) Low morale .

9-8

(b) Loss of cohesion.

(d) Detracts from the mission.

(13) The best way to prevent sexual harassment is to stop
it before it occurs. Have the group discuss "proactive" ways to
prevent sexual harassment.

(a) Conduct training.

(b) Talk about situations.

(d) Use the Training Information Resource Library

tir:

e) Use bulletin boards to post regulations and

policies .

6 . Appendices .

Appendix A: Extracts from The Uniform Code of Military
Justice

9-9

APPENDIX A

THE UNIFORM CODE OF MILITARY JUSTICE (UCMJ)
SEXUAL HARASSMENT

The discussion leader may find it useful at this point to
utilize the following chart showing types of sexual harassment
and the appropriate violation of the UCMJ which relates to the
conduct. Select a few sample behaviors previously mentioned and
ask the members if they can identify whether the behavior is an
offense punishable under the UCMJ; if so, can they identify the
article. The impact of this exercise should be immediately
apparent as the discussion members begin to realize the
seriousness of this type of conduct.

UNIFORM CODE OF MILITARY JUSTICE ARTICLES RELATING TO

SEXUAL HARASSMENT

If The Sexual
Harasser :

Influences or offers
to influence the
career, salary or job
of another in exchange
for sexual favors

He/She May Be found
Guilty Of:

Extortion

In Violation of
UCMJ Article:

Article 127

Makes threats to
elicit sexual favors

Communicating a
threat

Article 134

Offers rewards for or
demands for sexual
favors

Bribery and graft

Article 134

Makes sexual comments

Indecent, insulting
or obscene language
or conduct prejudicial
to good order and
discipline

Article 134

9-10

Makes sexual comments

Provoking speech or Articles 89
gestures or disrespect 91, and 117

Makes sexual contact

Engages in sexual
harassment to the
detriment of job
performance

Is an officer

Is Commanding Officer

Assault

Assault & Battery

Indecent liberties
with a female

Rape

Dereliction of duty

Article 128
Article 128
Article 134

Article 120
Article 92

Conducting unbecoming Article 13 3
an officer

Wrong committed by the Article 13 8
Commanding Officer

9-11

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

EQUAL OPPORTUNITY

1. Introduction . You will discuss and review the Marine Corps'
Equal Opportunity Program to gain insight into ways of enhancing
Marine Corps unity, efficiency, and mission readiness.

2. Overview. The purpose of this instruction is to understand
the Marine Corps Equal Opportunity Program to include:

a. Marine Corps' equal opportunity policy.

b. The scope and objectives of the Marine Corps Equal
Opportunity Program.

c The role of the Equal Opportunity Advisor

3 . References . The following provide additional information on
the Marine Corps' equal opportunity program.

DoD Directive 1350.2

DoD Human Goals Charter

SECNAVINST 53 0 0.2 6B

MCO P5354.1C

Marine Corps Manual

FMFM 1-0, Leading Marines

4 . Discussion Leader Notes

a. As the discussion leader, you should be familiar with the
MCO P5354.1C.

b. Appendices should be distributed and read by the group
prior to discussion.

5 . Discussion

a. This discussion topic is recognized as a contemporary
leadership issue. All Marines should understand that adherence
to our basic leadership traits and principles provides for the
fundamentals that equal opportunity addresses. We also must
recognize that discrimination based upon race, color, religion,

10-1

gender, age, or national origin, consistent with the law and
regulations and the requirements for physical and mental
abilities are alien to the basic values of the Marine Corps. The
Marine Corps Equal Opportunity Program is one method of
"personnel preventive maintenance."

(1) This discussion guide is just that, a guide, and is
not meant to be the "end-all" of leadership instruction on the
subject. However, it does provide basic information and areas of
concern within the Marine Corps. As the leader in a unit, it is
your responsibility to be aware of what your unit needs most.
Therefore, you must evaluate, modify, and/ or expand on what needs
to be emphasized.

b. The Marine Corps Equal Opportunity policy is based upon
DoD Directive 13 50.2, the Department of Defense Military Equal
Opportunity Program and the Department of Defense Human Goals
Charter. Provide a few moments for everyone to read Annex A.

(1) How many of you have read that before?

(2) What do you think of it? (Pause for responses and
try to get discussion going.)

c. Having read the DoD Human Goals Charter, we readily
recognize that leaders must translate these goals into positive
actions .

(1) How can we accomplish that?

(2) One way of accomplishing this is through conducting
leadership training that promotes harmonious interactions among
Marines across barriers of race, ethnic group, grade, age and
gender and that provides fair treatment for all Marines.

d. Though there are Equal Opportunity Advisors in the Marine
Corps, our philosophy of leadership incorporates and emphasizes
good relations and equal opportunity. To this end, the leader of
Marines must take an active and visible role in the support of
the equal opportunity program.

(1) Define and analyze equal opportunity.

(a) Distribute appendices B and C. Provide a few
moments for everyone to read the policy (paragraph 0003) in
appendix B, or read it to them.

10-2

(b) In your own words, what does equal opportunity
(EO) mean? (List the one-word or two-word responses on a
chalkboard. )

(c) It means every Marine will be treated fairly and
equally, and have equality of opportunity regardless of race,
color, religion, gender, age, or national origin. Treat all
Marines with respect and recognize their aspirations, needs and
capabilities .

(d) This is a very basic principle of leadership;
know your Marines and look out for their welfare. The leader
must concern himself /herself with the human needs (food,
clothing, housing, recreation, education, and a chance for
advancement) of their Marines. A leader must encourage
individual development and self -improvement . Perhaps most
importantly, a leader must ensure that channels of communication
are kept open.

(2) Discuss the Marine Corps' equal opportunity policy.

(a) Equal Opportunity is embodied in the basic
philosophy of Marine Corps leadership. Accordingly, paragraph
1100 of the Marine Corps Manual provides the following standards
to be maintained by leaders . (As discussion leader you can
discuss these five standards individually or list them first and
then go back to solicit feedback from the group.)

[1] Strive for forceful and competent leadership
throughout the entire organization.

[2] Inform the troops of plans of action and
reasons whenever it is possible and practical to do so.

[3] Endeavor to remove on all occasions those
causes which make for misunderstanding or dissatisfaction.

[4] Assure that all members of the command are
acquainted with procedures for registering complaints, and the
process of action taken thereafter.

[5] Build a feeling of confidence which will
ensure the free approach by subordinates for advice and
assistance not only in military matters, but for personal
problems as well.

10-3

(3) Discuss the objectives of the Marine Corps' Equal
opportunity Program (EOP) .

(a) The primary objective of the Marine Corps' EOP is
to integrate equal opportunity into every aspect of Marine Corps
life.

(b) To understand the effects of past discriminatory
practices in order to formulate specific equal opportunity
objectives and to initiate affirmative actions to eliminate
existing deficiencies.

(c) To identify, eliminate, correct, or prevent
adverse or illegal institutional and individual discriminatory
practices .

(d) To promote harmonious relationships among Marines
through the elimination of prejudice and harassment.

(e) To ensure the opportunity and encouragement for
personal and professional advancement of individual Marines
without regard to age, race, color, religion, gender, or national
origin .

(4) Discuss the scope of the Marine Corps' Equal
Opportunity Program (EOP) .

(a) The EOP operates through and impacts upon all
existing programs and actions within every aspect of command.
The commander must ensure that equal opportunity is applied in
every command policy, action, and program.

(b) In keeping with the Marine Corps leadership
philosophy, the responsibility for accomplishing equal
opportunity goals is not dependent on authority and is not the
function of any special staff officer. Rather, all Marines are
expected to exert proper leadership by promoting harmonious
interactions among individuals, regardless of age, race, color,
religion, gender, or national origin, by exemplifying fair
treatment for all Marines, and identifying unfair practices to
higher authority via the chain of command.

10-4

It is the combination of actions used to achieve
equal opportunity.

(d) What is Affirmative Action?

Methods used to achieve the objectives of the EO
program. Processes, activities, and systems designed to prevent,
identify, and eliminate unlawful discriminatory treatment as it
affects the recruitment, training, assignment, utilization,
promotion, and retention of military personnel.

(e) What is the Affirmative Action Program (AAP) ?

[1] A management document consisting of
formalized affirmative actions with quantifiable goals and
milestones, used to bring about the accomplishment of equal
opportunity program objectives.

(5) Discuss contemporary issues affecting equal
opportunity. (Use local newspapers, Navy Times (Marine Corps
Edition), or local libraries.)

(6) What issues of EO must you be concerned with?

This part of the discussion may center around
prejudices and discrimination. Make sure the group members know
the definitions before you discuss this.

(7) How can a prejudicial attitude affect EO? If the
prejudicial attitude is displayed through the individual's
behavior, that prejudicial attitude could affect EO . The five
levels of intensity in acting out prejudice are listed below:

(a) Antilocution . Most people who have prejudices
talk about them.

(b) Avoidance. Prejudice that leads the individual
to avoid members of the disliked racial group, even perhaps at
the cost of considerable inconvenience.

(c) Discrimation . Here the prejudiced person makes
detrimental distinctions of an active sort. Literally acting out
the prejudicial expression.

(d) Physical Attack. Under conditions of heightened
emotion, prejudice may lead to acts of violence or semi-violence.

10-5

(e) Extermination. This is the ultimate degree of
violent expression of prejudice.

(8) Can you give examples? (Discuss as appropriate.
Attempt to draw out some examples that can directly affect a
unit . )

(9) Discuss methods and techniques for ensuring equal
opportunity .

(a) Be proactive. Emphasize team work.
Discrimination in any form is adverse to mission accomplishment,

(b) Publicize Marine Corps and local command policy,
Stress leadership accountability.

(c) Ensure all Marines are aware of the avenues of
filing EO complaints and actions that will be taken against
personnel in substantiated cases.

6 . Appendices :

Appendix A: DoD Human Goals Charter

Appendix B: Extract From Marine Corps Equal Opportunity
Manual

Appendix C: Marine Corps Equal Opportunity Manual (Annex F)
Appendix D: Scenario

10-6

APPENDIX A

EQUAL OPPORTUNITY

DoD HUMAN GOALS CHARTER

"Our nation was founded on the principle that the individual has
infinite dignity and worth. " The Department of Defense, which
exists to keep the nation secure and at peace, must always be
guided by this principle. In all that we do, we must show
respect for the serviceman, the service woman and the civilian
employee, recognizing their individual needs, aspirations and
capabilities .

THE ATTAINMENT OF THESE GOALS REQUIRES THAT WE STRIVE

To attract to the defense service people with ability,
dedication, and capacity for growth;

To provide opportunity for everyone, military and civilian, to
rise to as high a level of responsibility as possible, dependent
only on individual talent and diligence;

To make military and civilian service in the Department of
Defense a model of equal opportunity for all regardless of race,
color, sex, religion or national origin, and to hold those who do
business with the Department to full compliance with the policy
of equal employment opportunity;

To help each service member in leaving the service to readjust to
civilian life; and

To contribute to the improvement of our society, including its
disadvantaged members, by greater utilization of our human and
physical resources while maintaining full effectiveness in the
performance of our primary mission.

10-7

APPENDIX B

EQUAL OPPORTUNITY

EXTRACT FROM MARINE CORPS EQUAL OPPORTUNITY MANUAL

0001. PURPOSE. The purpose of the Marine Corps Equal
Opportunity Manual is as follows:

1. To delineate and identify the general concepts, principles
and objectives of equal opportunity.

2 . To provide guidance and instructions for the continued
implementation and management of the Marine Corps Equal
Opportunity Program.

3 . To provide implementing instructions for a Marine Corps Equal
Opportunity Affirmative Action Plan (AAP) .

4 . To consolidate the guidance for the Marine Corps Equal
Opportunity Program.

0002. APPLICABILITY. The provisions of this Manual apply to
Marines, all other Armed Forces personnel assigned to or serving
with Marine Corps units, civilian supervisors of military
personnel, civilian employees and nonappropriated fund employees
providing services to military personnel. The policies and
provisions of the Equal Employment Opportunity (EO) Program
concerning civilian personnel employed by the Marine Corps are
provided in separate Department of the Navy EEO regulations and
will not be addressed in this Manual. The provisions of Chapter
4, Equal Opportunity in off -Base Housing, are applicable to all
Department of Defense (DoD) civilian personnel, assigned to or
under the jurisdiction of Marine Corps commands outside of the
United States and who live in the civilian community.

0003. POLICY. The Marine Corps will provide equal opportunity
for all military members without regard to race, color, religion,
sex, age or national origin, consistent with requirements for
physical and mental capabilities. Marines must recognize the
importance, dignity, needs and aspirations of the individual.
There must be a fully integrated Marine Corps in which all
personnel are striving for the common goals of maintaining high
standards of discipline, law and order, and excellence in
performance of duty as well as one permitting and requiring both

10-8

men and women to exercise all professional and leadership
responsibilities of their military occupational specialty, grade
and assigned duties. Further, there is a need for the
development of each individual to the highest degree of
responsibility possible, dependent only upon individual talent
and diligence. The achievement and maintenance of these goals i
integral to full development of the esprit de corps, pride and
individual readiness that are essential to combat readiness.
Ensuring that fairness and equality of opportunity are extended
to all personnel in each and every action that affects the
individual Marines is an inherent function of leadership and wil
be given appropriate consideration in performance evaluation.
Commanders are responsible for both military and civilian equal
opportunity programs.

10-9

APPENDIX C

EQUAL OPPORTUNITY

MARINE CORPS EQUAL OPPORTUNITY MANUAL (Annex F)

DEFINITIONS

1000. DEFINITIONS. To ensure uniformity of understanding of
the terms that have special significance and/or meaning relative
to the Marine Corps Equal Opportunity Program and the provisions
of the Manual, the following definitions are provided. (Terms
that have special meaning relative to specific chapters of this
Manual are defined in those chapters . )

1. Action Steps. Task-oriented steps; manageable and logically
sequenced tasks; the effort required to achieve the objective.

2. Affirmative Action (AA) . Any action directed toward the
implementation and advancement of the concept of equal
opportunity .

3 . Affirmative Action Plan (AAP) . A management document
consisting of formalized affirmative actions that contain
quantifiable goals and milestones, utilized to create movement
towards the accomplishment of equal opportunity program

obj ectives .

4. Analysis of Variance. Summary of specific problems
encountered, actions taken during the reporting period to counter
problems, and additional resources needed for goal achievement.

5. Bias . A mental leaning or inclination; partiality;
prejudice .

6. Category . A specifically defined division in a system of
classification .

7. Discrimination . An act, policy or procedure that arbitrarily
denies equal opportunity because of race, color, religion, sex,
age or national origin to an individual or group of individuals.

8. Equal Employment Opportunity (EEO) Program. The comprehensive
program through which the Marine Corps implements its policy to
provide equal opportunity in employment for all qualified
civilian personnel .

10-10

9. Equal Opportunity. A concept which requires that the
objectives of fair and equal treatment and equality of
opportunity for all be applied to all management functions and
leadership actions .

10. Equal Opportunity in Off -Base Housing. The portion of the
Marine Corps Equal Opportunity Program that supports the
Department of Defense (DoD) and the Marine Corps goal to
eliminate discrimination against military and DoD civilian
personnel in off -base housing worldwide.

11. Equal Opportunity Program. The cumulative efforts and
actions of Marines to achieve equal opportunity. These efforts
range from positive and planned actions to attain stated equal
opportunity objectives, goals and/or milestones outlined in a
formalized Affirmative Action Plan to the integration of equal
opportunity considerations in to the decision making process of
management and command actions .

12 . Ethnic Group. A segment of the population that possesses
common characteristics and a cultural or national heritage
significantly different from that of the general population.

13. Human Relations . The social relations between human beings;
a course, study or program designed to develop better
interpersonal and intergroup adjustments.

14. Individual Actions . Voluntary efforts by Marines to apply
their leadership training outside the classroom, beyond what is
normally expected of their grades and duty assignments.

15. Institutional Discrimination. Policies, procedures and
practices which, intentionally or unintentionally, lead to
differential treatment of selected identifiable groups, and
which, through usage and custom, have attained official or
semi-official acceptance in the routine functioning of the
organization/institution .

16. Milestones . Measurements of projected progress in terms of
quantifiable values or points in time when a task should be
accomplished .

17 . Minority. A group differing from the predominant section of
a larger group in one or more characteristics: e.g., ethnic

10-11

background, language, culture or religion, and as a result often
subjected to differential treatment. Race and ethnic codes of
minorities are published in the current edition of MCO P1080.20
( JUMPS /MMS CODE SMAN) . For the purpose of implementing the
provisions of this Manual, minorities are specifically identified
by race and race ethnic code in notes 3 through 6 of figure 3-1.

18. Obi ective . Defines the basic result desired.

19. Prejudice . The holding of a judgment or opinion without
regard to pertinent fact typically expressed in suspicion, fear,
hostility, or intolerance of certain people, customs, and ideas.

20. Proposed Corrective Action. Identifiable corrective plan
for the achievement of a goal.

21. Race . Any of the major biological divisions of mankind
distinguished by color and texture of hair, color of skin and
eyes, stature, bodily proportions, or other genetically
transmitted physical characteristics.

22. Sexual Harassment. Influencing, offering to influence, or
threatening the career, pay, or job of another person in exchange
for sexual favors; or deliberate or repeated offensive comments,
gestures, or physical contact of a sexual nature in a work or
work-related environment.

10-12

APPENDIX D

EQUAL OPPORTUNITY SCENARIO

1. You have three male lance corporals and three female lance
corporals, and can promote only two to corporal.

a. Does this mean that you must promote one male and one
female? Why? or Why not?

No, Marines should not be promoted based on gender or

race .

b. What should the promotions be based on?

(1) Marines should be promoted based on merit. Marines
who meet the minimum eligibility criteria (time in grade, time in
service, etc. in accordance with MCO P1400.20) are not
necessarily ready for promotion. In order to be recommended for
promotion, a Marine should: display desire to advance and show
enthusiasm and potential for increased responsibility; have
mastered the professional and technical requirements of his
current grade; have demonstrated initiative, maturity, moral
courage, self -discipline , and good judgment; have demonstrated
ability to lead and train Marines as a team.

(2) Marines must recognize each individual's importance,
dignity, needs, and aspirations. There must be a fully
integrated Corps in which every Marine will strive for the same
common goals of maintaining high standards of discipline, law and
order, and excellence in performance of duty.

SCENARIO

2 . If you had a black male Marine lance corporal with no
previous offenses, should he get the same punishment for the same
offense as a white Marine with three page 12 entries?

No. There is a judgment factor which has to be exercised in
the maintenance of standards of discipline. There are many
conditions that will affect your decisions, and generally no hard
and fast rules can be written to cover every situation.

10-13

3. In your opinion, do male leaders correct women Marines as
readily as they do male Marines? If not, why? Is this fair
treatment?

a. They should be corrected, disciplined, and looked out for

by their leaders with equal fervor. Women Marines want to be
treated like Marines but some often feel left out (excluded) . A
male leader may fail to correct a particular woman Marine because
he perceives that most women have a tendency to cry and the
leader is confused as to how to handle the situation, so he
avoids making the correction.

b. All Marines (both male and female) generally resent it.
The leader has an obligation to enforce standards of discipline
for all Marines; it's one way of showing that you care. It's a
leader's duty to help all Marines; in a situation such as this, a
leader sows seeds of discontent which disrupt unit integrity and
affect mission accomplishment. Everyone must carry their share
of the load, and Marines want to do so. If any Marine cries
(males are not exempt) when being corrected or counseled, pause
to allow the Marine to regain proper composure and complete the
session. The leader must be fair and consistent, which is so
important in maintaining standards of behavior and performance,
and in gaining the respect of subordinates .

c . Leaders must develop each individual to the highest
degree of responsibility possible, dependent only upon individual
talent and diligence.

d. Ensuring that fairness and equality of opportunity are
extended to all personnel in every action that affects individual
Marines is an inherent function of leadership.

e. Only by the achievement and maintenance of these goals
can the Marine Corps fully develop the esprit de corps, pride,
and leadership that are essential to combat readiness. The
achievement of these goals must be an objective of every leader.

4. What is the commander's role in the unit EO program

and the role of the individual Marine in the unit EO program?

a. All commanders will establish policies and procedures to
ensure the periodic assessment and update of their EOP ' s . EOP
requirements will vary with the level of command. Commanders are
responsible for publicizing, implementing, and enforcing the

10-14

Marine Corps policy on equal opportunity to include sexual
harassment .

5. What is the individual Marine's responsibility in ensuring
equal opportunity?

a. An individual's responsibility is not dependent upon
authority. Marines are expected to exert proper influence upon
their comrades by setting examples of obedience, courage, zeal,
sobriety, neatness and attention to duty.

b. Treat each Marine as a Marine.

c. Support your command's EO program and activities.

10-15

(

♦

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

FRATERNIZATION

1 . Introduction

a. Fraternization is the term used to describe improper
personal and business relationships among Marines of different
ranks or positions.

b. Fraternization was not mentioned in the Uniform Code of
Military Justice when it was first enacted; improper
relationships between seniors and subordinates were prosecuted as
conduct unbecoming an officer. In 1984, however, fraternization
was explicitly recognized as an offense under military law.

c. When contact and relationships exceed these standards and
become those of "buddies" or peers, then fraternization exists.
Look at the facts and circumstances of each case:

(1) Is there a compromise of the chain of command?

(2) Is there an appearance of partiality? (REMEMBER:
when dealing with the subject of fraternization, perceptions are
as deadly as reality. )

(3) Is there the potential for good order, discipline,
morale, or authority to be undermined?

2. Overview . The Marine Corps policy regarding fraternization
is the product of naval service customs. The Marine Corps
specifically, and military society in general, has historically
imposed social constraints on personal relationships between
individuals of different rank, grade, or position. It is
important to keep in mind that because customs vary between
branches of the armed forces, the Marine Corps' view of
fraternization can be different (stricter) than that of the Air
Force or the Army.

3. References . The following provide guidelines and information
on fraternization:

Uniform Code of Military Justice

11-1

JAG Manual

4. Discussion Leader Notes. Included in this guide are two
scenarios to generate discussion within your unit. You are
highly encouraged to develop or use scenarios that draw from
personal experience. These will increase the quality of your
discussion .

5 . Discussion

a. Rules concerning fraternization

(1) Fraternization rules date back to the time of the
Roman army. The purpose of such constraints is to:

(a) Maintain good order and discipline.

(b) Promote relationships of mutual respect and
confidence between juniors and seniors.

(c) Prevent adverse impact upon a junior's response
to orders, the senior's exercise of command, or the perception o
others regarding the senior's impartiality.

(d) Preserve the integrity of the chain of command.

(2) Definition. Fraternization is a social or business
relationship between Marines of different grades in violation of
a custom of the naval service which, in the eyes of one
experienced in military leadership, impacts adversely on good
order and discipline, or degrades or at least threatens to
degrade the character or status of the position that a Marine
holds. Let us examine the parts of this definition in detail.

(a) "...a social or business relationship between
Marines of different grades. ..."

[1] Some possible examples of activities
encompassed by the term "fraternization" are:

[a] Playing cards or gambling together.

[b] Going to private homes or clubs together
...[c] Dating or engaging in sexual activities.

11-2

[d] Engaging in commercial transactions,
except for one time sales or leases .

[e] Showing favoritism or partiality.

[f] Using one's authority for personal gain.

[2] Military court decisions and the Manual for
Courts -Martial make clear that fraternization can occur between
enlisted Marines. The classic case involves an officer-enlisted
relationship, but it is not the only case.

[3] The key issue is whether a relationship has
developed in which mutual respect of grade is ignored.

[4] The relationship need not be male-female.

[5] Though not a rigid test, normal social or
business relationships between Marines within the following six
divisions do not constitute fraternization. (However, under some
instructor-student relationship, even relationships within a
particular group, would be considered fraternization.)

[a] General officers.

[b] Field grade officers.

[c] Company grade officers (to include

warrant officers) .

[d] Staff noncommissioned officers.

[e] Noncommissioned officers.

[f] Junior enlisted Marines.

[6] While improper relationships within the same
chain of command are the most obvious, there is no blanket
requirement under the UCMJ that the relationship be within the
same chain of command to be improper.

(b) " ... in violation of a custom of the naval

service . . . . "

11-3

[1] "Custom" is a long-established practice
which, by common consent, has attained the force of law within
the military.

[2] The relevant custom within the Marine Corps
is that "duty, social, and business contacts among Marines of
different grades will be consistent with traditional standards of
good order and discipline and the mutual respect that has always
existed between Marines of senior grade and those of lesser
grade . "

( c ) " . . .which in the eyes of one experienced in
military leadership, impacts adversely on good order and
discipline or degrades or at least threatens to degrade the
character or status of the position a Marine holds."

[1] Improper personal relationships between
Marines occupying different positions may influence the senior's
judgment as to mission accomplishment.

[2] The threat to discipline and order need not
be perceived by the parties involved in the fraternization. It
is enough that the ill effects could be perceived by a reasonably
prudent Marine experienced in military leadership. Thus, each
case must be scrutinized by applying this "hypothetical leader"
test .

[3] This final section of the definition not only
defines, but also explains, the policy behind the rules
prohibiting fraternization. The policy is further described in
the Court of Military Appeals case of U. S. v Free.

b. The military services demand a regard for authority by
juniors towards their seniors which experience has shown is
enhanced by the observance of decorum, tradition, custom, usage,
and conventions which are peculiar to the services alone. The
unquestioned obedience mandated in time of battle rests on regard
and respect for authority. This respect is lessened by the
failure to observe niceties of military courtesy and other
traditions and customs.

6 . Marriage: a special problem

a. The Marine Corps cannot legally act to prevent marriages
between service members. A marriage between Marines of differing

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grades will constitute fraternization when the impact of the
marriage detracts or tends to detract from the respect due a
senior, or is perceived by others to do so.

b. A marriage stemming from a previously existing improper
relationship does not excuse those involved from responsibility
for their activities prior to the marriage.

7 . Avenues for prosecution

a. Article 134, UCMJ .

(1) Fraternization has been a listed offense under the
UCMJ since 1984.

(2) Maximum punishment is dismissal, forfeiture of all
pay and allowances, and confinement for two years.

b. Article 133, UCMJ.

(1) Whenever a commissioned officer, cadet, or midshipman
engages in behavior which dishonors or disgraces the officer,
such as dishonesty, unfair dealing, indecency, lawlessness,
injustice, or cruelty, that officer may be prosecuted under
Article 133.

(2) Maximum punishment is dismissal, forfeiture of all
pay and allowances, and confinement for a period usually not
longer than one year.

c . Article 92, UCMJ.

(1) Whenever a local command has established regulations
or orders as to the conduct of relationships or fraternization, a
Marine may be subject to prosecution for fraternization as a
violation of an order.

(2) Published orders are often used by commands to define
acceptable conduct in the context of officer-officer and
enlisted-enlisted relationships.

(3) If the order is a general order or regulation, actual
knowledge is not required (knowledge of the order is implied) .

11-5

(4) If the order does not constitute a general order or
regulation, specific knowledge must be shown for a violation to
occur .

(5) Maximum punishment is a dishonorable discharge,
forfeiture of all pay and allowances, and confinement for two
years .

8 . Remedies

a. Non-punitive administrative remedies.

(1) Formal or informal counseling.

(2) Transfer of one or both parties.

(3) Fitness report comments.

b. Non-judicial punishment (often followed, in the case of
officers, by processing for administrative separation).

c. Court-martial.

9 . Solution

a. The responsibility for maintaining the customary and
traditional standards of conduct lies with the senior. The line
between acceptable conduct and fraternization will not be crossed
unless the senior allows it to happen.

b. The leader must be careful to avoid even the perception
of fraternization without destroying the traditional fraternal
bond between Marines of all grades.

c. Educate your Marines about both the Marine Corps policy
on fraternization and the reasons behind it. Talk examples.

10 . Scenarios

Scenario 1

a. IstLt Blank, a legal officer with Legal Team E, Marine
Corps Base Camp Pendleton, conducted a PFT for the Marines in his
section and several of them did not perform up to standards. He
organized a remedial program for his Marines, having all five of

11-6

them run with him every day from 1100-1200. Are there any
perceived problems with improper relations between senior and
subordinates ?

b. As the month continues, the PT group dwindles to the
female LCpl running with the lieutenant. The runs have increased
to two hours and now are through wooded running trails.

(1) Is there a compromise of the chain of command?

(2) Is there an appearance of partiality?

(3) Is there the potential for good order, discipline,
morale, or authority to be undermined?

Scenario 2

a. GySgt Wrench, the squadron maintenance chief, has been
with the section for three years. He is a gruff and impersonal
Marine. Over the past few weeks, you (the section OIC) have
noticed a slight change in his behavior. Whenever the new
avionics tech, PFC Jones, is in the office he seems much more
pleasant to be around. In addition, he has been frequenting the
E-Club after hours, saying "the troops keep inviting me."
However, the talk in the shop is that he has been seen with the
PFC frequently at the Club and has been leaving with her.

b. Her work performance as of late has been slipping.
However, this week she was recommended for a squadron commander's
meritorious mast for continued outstanding performance of duty by
the maintenance chief. This morning, you saw the gunny and PFC
Jones arrive to work together.

(1) Is there a compromise of the chain of command?

(2) Is there an appearance of partiality?

(3) Is there an the potential for good order, discipline,
morale, or authority to be undermined?

(4) What should you, as the section OIC, do?
11 . SUMMARY

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a. The regulations and customs that we have against
fraternization are not meant to prevent us from associating with
our Marines. In fact, just the opposite is true. The
regulations against fraternization are meant to ensure that the
relationships we maintain with our Marines are of the most
professional and productive nature.

b. If we expect our Marines to respect us, there can't be
even the hint of favoritism. Fraternization gives the appearance
of favoritism whether or not any instance of favoritism has taken
place. The negative effect on morale and unit cohesion is
obvious .

c. Additionally, we must demand an obedience to lawful
orders that is unhesitating. If the chain of command is allowed
to be weakened by a lax attitude toward fraternization, we will
not be able to depend on our traditional levels of discipline
when it counts the most.

11-8

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

CUSTOMS, COURTESIES AND TRADITIONS

1. Introduction . The Marine Corps is the finest fighting
organization in the world. As a member of the Corps, you should
have an appreciation of the customs and traditions that helped
shape the Corps we know today.

2. Overview. The purpose of this discussion is to explain the
customs and courtesies of the United States Marine Corps.

The traditions of the Marine Corps, its history, its uniforms,
the Marine Corps way of doing things, make the Corps what it is
and set it apart from any other military organization. These
traditions are closely guarded by Marines, and it is the
responsibility of all Marines to carry on with these traditions
and pass them on to the Marines who follow. Marines should do
more than just know these traditions; they should make these
attitudes and traditions part of their personal code. To do so
is to carry on the traditions of the Marines who went before.

3. References . The following provide additional information on
customs and courtesies of the Marine Corps :

Handbook for Marine NCOs

NAVMC 2 691, Marine Corps Drill & Ceremonies Manual
Marine Battle Skills Training Handbook 1
MCO P10520.3, Flag Manual
Marine Corps Museum Historical Pamphlets
Marine Corps Manual
MCO P1020.34, Uniform Regulations

SECNAVINST 1650.1, Navy and Marine Corps Awards Manual
MCO P1560.27, Marine Corps Unit Awards Manual

4. Discussion Leader Notes. Not applicable.

5 . Discussion

a. Traits of the Marine Corps. The qualities that the
Marine Corps stands for may seem old-fashioned, but these
qualities have shaped the Corps since 1775.

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(1) Quality and competence. It is expected that the
performance of Marines, both individuals and units, will be
outstanding in both garrison and in combat.

(2) Discipline . Of all of the principles of the Marine
Corps, its insistence on discipline is the most uncompromising
and most important.

(3) Valor . After the seizure of Iwo Jima, Fleet Admiral
Nimitz characterized the performance of the Marines who took the
island when he stated that "Uncommon valor was a common virtue."
The rich history of the Corps is highlighted by the acts of over
3 00 Marines who have received the Medal of Honor. Valor and
courage are hallmarks of Marines.

(4) Pride . Every Marine is intensely proud of Corps and
Country and does his/her utmost to build and uphold the
reputation of the Corps.

(5) Loyalty . "Semper Fidelis" is the motto of the Corps.
Loyalty to the Corps, and loyalty to each other, is required of
every Marine .

(6) The infantry. The Corps is unique in that, no matter
what MOS a Marine eventually pursues, each is first a rifleman,
and every officer is trained to function as an infantry officer.

(7) Conduct in action. Courage is expected of every
Marine in battle. It is expected that no wounded or dead Marine
will ever be left on the field of battle or left unattended.
Marines never surrender unless they have been cut off entirely
and can no longer make use of their weapons.

(8) Core values . Honor, courage, commitment.
Generations of American men and women have given special meaning
to the term United States Marine. They have done so by their
performance on and off the battlefield. In order for us to
maintain this great reputation, we must continue to keep these
core values ingrained in our hearts and our minds. Reaffirm
these core values and ensure they guide your performance,
behavior, and conduct every minute of every day.

b. Uniforms and personal grooming. The Marine Corps has
always prided itself on the appearance of individual Marines. As
a Marine, it is your responsibility, on and off duty, to maintain

12-2

the Marine Corps reputation for smart, professional, and
correctly worn uniforms. Although you may see other service
members doing things such as removing blouses or loosening ties
at social functions, Marines don't do that. The Marine Corps
Uniform Regulations is the "bible" on uniforms, insignia, and
grooming. You are responsible for knowing these regulations,
setting the example through strict compliance, and enforcement of
these regulations. MCO P1020.34 is the order on Marine Corps
uniform regulations.

c. Bearing . While in uniform never put your hands in your
pockets, chew gum, whistle, smoke while walking, embrace or hold
hands or hold an umbrella, not even as an escort. Additionally,
Marines never wear a cover while indoors, unless under arms. You
should always wear your cover while riding in a vehicle. The way
you carry yourself as a Marine says as much about the Marine
Corps as any tradition or honor. You are judged daily by your
subordinates, peers, seniors and the American people by the way
you carry yourself and the bearing you project.

d. Military courtesy. Military courtesy is the traditional
form of politeness in the profession of arms. Military courtesy
embraces much more than the salute or any other ritual. Courtesy
is a disciplined state of mind. It must be accorded to all ranks
and on all occasions. Courtesy to a senior indicates respect for
authority, responsibility, and experience. Courtesy towards
juniors expresses appreciation and respect for their support and
for them as fellow Marines. Courtesy paid to the Colors and the
National Anthem expresses loyalty to the United States. Military
courtesy is a prerequisite to discipline. The Marine Corps has
always stood at the top of the services in its full and willing
observance of the twin virtues of soldierly courtesy and
discipline .

(1) The military salute. Over the centuries, men-at-arms
have rendered fraternal and respectful greetings to indicate
friendliness. In early times, armed men raised their weapons or
shifted them to the left hand (while raising the empty right
hand) to give proof of their friendly intentions. During the
Middle Ages, knights in armor on encountering friendly knights
raised their helmet visors in recognition. In every case, the
fighting man made a gesture of f riendliness--the raising of the
right hand. This gesture survives as today's hand salute, which
is the traditional greeting among soldiers of all nations.

12-3

(a) Individuals entitled to a salute. As a service
member, you will salute all officers who are senior to you in
rank in any of the Armed Forces of the United States or of
friendly foreign governments, officers of the Coast Guard,
Geodetic Survey, and of the Public Health Service who are serving
with the armed forces of the United States .

(b) In addition there are certain appointed or
elected civilian members of both our National and State
governments who are so honored. Among the individuals of the
United States you customarily salute are the following.

President of the United States
Vice President of the United States
State Governors
Secretary of Defense
Deputy Secretary of Defense
Senators and Congressmen

Secretaries of the Army, Navy and Air Force
Assistant Secretaries of the Army, Navy and Air

Force

Heads of State
Ambassadors

Ministers of Defense or other civilian leaders of
defense establishments and their assistants at or above the
Assistant Secretary of the Army, Navy and Air Force

(d) When not to salute. In some situations, the
salute is not appropriate. In general, you do not salute when:

[1] Engaged in routine work when a salute would

interfere .

[2] Indoors, except when under arms.

[3] Carrying articles with both hands or being
otherwise so occupied as to make saluting impractical .

[4] The rendition of the salute is obviously

inappropriate .

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[5] Engaged in driving an automobile. However,
whenever practical, you should return the salutes of others
providing the vehicle can be driven safely.

[6] In places of public assemblage such as
theaters or churches, and in public conveyances.

[7] You are in the ranks of a formation.
However, if at ease in a formation, you come to attention when
addressed by a senior.

[8] When within sight of enemy soldiers.

( e ) Special situations.

[1] Enlisted Marines may give and receive salutes
from other enlisted Marines when in formation and rendering
reports .

[2] After a senior has been saluted, if he
remains nearby and no conversation takes place, no further
salutes are necessary. On the other hand, if directed to report
to a senior in the same area, you should salute when reporting
and again when taking your leave.

[3] A Marine salutes indoors only when under
arms. This normally means a duty status with a weapon. In this
situation, the Marine remains covered and should salute; Marines
not under arms do not salute indoors. In an office, Marines need
not cease work when an officer enters unless called to attention.
When addressed by an officer, the person so addressed should
rise .

[4] In the naval services, protocol does not call
for saluting when uncovered except for the return of uncovered
salutes rendered first by Army and Air Force personnel. The
exception in this case follows the general rule that, "social
customs or military courtesy should always be interpreted so as
to prevent awkward situations." Therefore, the naval service
establishes an exception whereby an uncovered salute may be
returned. When uncovered, naval officers initiate salutes by
coming to a position of attention.

(d) Rules for saluting officers and uncased colors

12-5

[1] Out-of-doors . Salute in the open air, the
interior of such buildings as drill halls and gymnasiums when
used for drill or exercises of Marines, on the weather decks of a
man-of-war, or under roofed structures such as covered walks and
shelters open at one or both sides to the weather.

[2] Under arms . A Marine is under arms when he
has a weapon in his/her hand, is equipped with sidearms, or when
wearing equipment pertaining to arms, such as sword sling, pistol
belt, or cartridge belt. Any Marine wearing an "MP" or "SP"
brassard is considered under arms.

[3] When not in formation. When an officer
approaches enlisted Marines who are not in a formation, the first
to recognize the officer calls the group to attention as soon as
the officer comes within six (6) paces. The salute is held until
returned. The Marines remain at attention until the officer has
passed or until he/she commands "carry on."

[4] Overtaking . When you overtake an officer
proceeding in the same direction, draw abreast on the left,
render a hand salute and say "By your leave, Sir/Ma'am." The
officer acknowledges the salute and replies "granted. " When you
overtake a Marine junior to you, pass on the right if possible.

[5] Saluting distance. The maximum distance
within which salutes are rendered and exchanged is prescribed as
3 0 paces. The salute should be rendered when six paces from the
person (or color) to be saluted.

[6] Uncased colors. Colors and standards not
cased are saluted when either you or they approach or pass within
six paces. Hold your salute until the colors have passed or you
have passed the colors by six paces.

[7] Prisoner chaser. An exception to the normal
saluting practice is in the case of the prisoner chaser. A
prisoner chaser does not salute an officer except when addressed
by an officer in the line of duty.

[8] Morning and evening colors . Members of the
color detail render the hand salute as appropriate during raising
the flag at morning colors. Members of the color detail render
the hand salute as appropriate during the lowering of the flag at
evening colors .

12-6

( 2 ) Forms of address

(a) General . Although the Marine Corps is an
integral part of the naval service, its rank structure is similar
to the Army. In written correspondence, both formal and social,
full rank precedes the name and is written out. In conversation,
all generals are General; all colonels are Colonel, etc. Full
rank precedes the name of commissioned officers; customarily,
rank may be abbreviated in routine correspondence of an official
nature but is written out in business or social correspondence.
The rank also precedes the names of warrant officers. When in
civilian dress, a captain and a lieutenant are introduced as "of
the Navy" to distinguish the rank from other services. In
conversation, all admirals are Admiral. All chaplains are
introduced by rank.

(b) Addressing officers and enlisted men

[1] General . It is appropriate and strongly
recommended that a person be greeted by name and grade; e.g.,
"Good morning, Captain Jones," or "Good evening, Corporal Clark."
If you are unsure of an enlisted Marine's name or grade, "Good
morning, Marine" is appropriate as is "Good morning, Sir, " or
"Good Morning, Ma'am" in the case of an officer. In your
everyday relationships with other Marines, it is imperative that
you be familiar with the common courtesies extended to officers
and enlisted Marines.

[2] Addressing officers. Use "Sir" or "Ma'am"
whenever addressing officers more senior; however, if acquainted
with the officer, it is preferable to use both grade and name;
e.g., "Good afternoon Colonel Sands." Whenever addressing a
general officer, it is customary to use "General" in lieu of
"Sir" or "Ma'am." When verbally addressing generals, lieutenant
colonels, and first and second lieutenants, use their short
title; i.e., "how are you, Lieutenant?" or "Good morning,
Colonel." It is an old (although not required) tradition that,
when you address a senior officer, you speak in the third party;
for example, "Would the Captain care to check the rifles, now?"
or "Sir, Lieutenant Janson reporting for duty."

[3] Speaking to enlisted Marines. To promote
pride and respect among your juniors, address them by name and
grade. Avoid casual use of first name or nicknames. Senior

12-7

enlisted Marines should also be addressed by their full grade
and name. Such terms as "trooper" and "EMs" should never be
used. Always refer to a Marine by grade, not pay grade. A
sergeant is a "sergeant," not an "E-5."

[4] Informal situations. First names and
nicknames are proper with contemporaries or junior officers
during social functions, during business hours in the privacy of
the office, and in the Club.

[5] Miscellaneous . A common word in reference to
a Marine captain is "Skipper"; however, it is more proper when
used in addressing a captain company commander ("Skipper" is
reserved for the Captain of the ship when at sea) . It should
also be noted that a Marine warrant officer wearing the bursting
bomb insignia may be called "Gunner."

[6] Rank abbreviations . In official
correspondence, rank and ratings are abbreviated and fully
capitalized in the naval services, and are partially capitalized
in the other services. The relative ranks of commissioned
officers' abbreviations differs slightly from service to service.
A good example would be our abbreviation, 2ndLt, and the Army's
version, 2LT. As you can see there are exceptions to the rule.

[ 7 ] Addressing prominent civilians . The
"Honorable" is the most preferred form for addressing most
American officials. This phrase is always used with the full
name and never any other title, (i.e., The Honorable John Dalton
vice The Honorable Mr. Dalton or The Honorable Secretary of the
Navy) .

( 3 ) Service Afloat

(a) Nautical terms. Many Marine Corps customs are
derived from many years of service afloat. Even ashore, Marines
customarily use nautical terms. Floors are commonly referred to
as "decks," walls are "bulkheads," ceilings are "overheads," and
corridors are "passageways." The order "Gangway!" is used to
clear the way for an officer ashore just as it is afloat. Among
other terms in common usage are " two-block, " to tighten or center
(a necktie); "head;" " scuttlebutt " a drinking fountain, or an
unconfirmed rumor. In the Marine Corps, the expression "Aye,
aye, Sir" is used when acknowledging a verbal order. "Yes, Sir"
and "No, Sir" are used in answer to direct questions. "Aye, aye,

12-8

Sir" is not used in answer to questions as this expression is
reserved solely for acknowledgment of orders.

( b ) Boarding a small boat or entering a car . When
boarding a small boat or entering a car, juniors enter first and
take up the seats or the space beginning forward, leaving the
most desirable seat for the senior. Seniors enter last and leave
first .

(c) Last to leave ship. Marines are always or should
be the last, other than the ship's captain, to leave a ship being
decommissioned. Although the tradition is an old one, it first
appears in Navy Regulations of 1825. "Where a vessel is to be
put out of commission, the Marine officer with the guard shall
remain on board until all the officers and the crew are detached
and the ship regarded turned over to the officers of the navy
yard or stations . "

(d) Boarding ship . When boarding a U.S. Navy ship,
face aft and salute the national Ensign. Then, face the Officer
of the Deck, salute, and request permission to come aboard.
Reverse the process when debarking.

( 4 ) Ceremony

(a) Parades and ceremonies. Another custom which you
will be directly involved with is that of holding a parade or
review to mark important events such as the presentation of
awards, a change of command, or a retirement. During an official
visit, the visiting dignitary is usually received by rendering
"Honors." These usually consist of a gun salute, "Ruffles and
Flourishes" and other martial music. The Marine Officer's Guide
outlines exactly what honors are rendered to what dignitary. As
a participant or spectator, you are required to stand and salute.
Remember, when participating in parades or ceremonies, the Drill
and Ceremonies Manual contains the proper procedures to be used
during these events .

(b) "First of foot and right of the line. " Marines
form at the place of honor--at the head of column or on right of
line--in any naval formation. This privilege was bestowed on the
Corps by the Secretary of the Navy on 9 August 1876.

( c ) National Anthem and the Marines ' Hymn

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[1] National Anthem. When the National Anthem is
played or "To the Colors" or "Retreat" (Evening Colors) is
sounded, all military personnel come to attention, face toward
the music and salute. You hold your salute until the last note
of the music, but remain at attention until "Carry On" is
sounded. If the National Anthem is being played incident to a
ceremony involving the colors, face toward the colors rather than
the music.

[a] Marines in formation. Formations are
halted and brought to attention, and the commander salutes facing
in the direction of his unit's original front.

[b] Personnel in vehicles. During playing of
the National Anthem, all vehicles within sight or hearing of the
ceremony stop. Passengers do not debark, but remain seated at
attention .

[c] In civilian clothing. Come to attention,
and if wearing headgear, remove it and place it over your left
breast with your right hand. Otherwise, place your right hand
over your left breast.

[2] Marines' Hymn. The history of the Marines'
Hymn is very sketchy; however, the melody was written by Jacques
Offenbach and was performed for the first time on November 19,
1859. Although there is no record of the hymn's author, the
words appeared on a recruiting poster in 1898. When the Marines'
Hymn is being played outdoors, stop and come to attention. If it
is played indoors, stand up and come to attention. You should
memorize all three stanzas of the Hymn and be prepared to sing it
out loud at any time.

e . The Marine Corps Birthday

(1) The United States Marine Corps of today has had a
continual existence since 1798, when President John Adams signed
into law an act reestablishing the Corps. However, the
traditional and official founding date of the Marine Corps is
celebrated on 10 November. On this day in 1775, the Continental
Congress, meeting in Philadelphia, authorized the raising and
enlistment of two battalions of Marines for service with the
newly formed naval forces of the colonies. This all started at
Tun Tavern in Philadelphia, Pennsylvania, making it the
birthplace of the Corps.

12-10

(2) Marine Corps Birthday celebration customs. All
Marine Corps activities, if at all practical, shall provide for
suitable observance of the Marine Corps birthday on 10 November.
When 10 November falls on a Sunday, the birthday will be
celebrated on the preceding Saturday. Such observances shall be
appropriate to the size and mission of the activity concerned - -
in accordance with the local conditions and within financial
means of personnel of the host activity. The Drill and
Ceremonies Manual outlines procedures for Birthday observances.

(a) Troop formations, to include parades, are to be
held when practical. The reading of General John A. Lejune's
birthday message should be included.

(b) Social observances to include the birthday ball
and the traditional cake-cutting ceremony.

(d) The second piece of cake to honor the youngest
Marine present .

f. Colors of the Corps. The official colors of the United
States Marine Corps are scarlet and gold. These colors are
displayed on such items as our official standards, unit guidons,
insignia, and uniforms. Scarlet and gold were adopted as the
official colors of the Marine Corps in 1921, by order of the
Commandant, Major General John A. Lejeune.

g . Marine Corps Emblem

(1) The basic design of the emblem was officially adopted
in 1868. It is a symbolic representation which Americans, both
civilian and military, immediately identify as "Marines." Prior
to 1868, the Marines wore various emblems based mainly on the
spread eagle and fouled anchor. In 18 68, the seventh Commandant,
General Zeilin, decided on a single, distinctive emblem centered
around the globe.

(2) The emblem represents what we stand for, our past,
and our future. There are three basic components of the Marine
Corps emblem:

12-11

(a) Anchor . The first part of the emblem is the
anchor. It is not just a plain anchor but a "fouled" anchor.
The anchor emphasizes the close ties of the Marine Corps with the
U.S. Navy .

(b) Globe . Emphasizing the close ties between the
U.S. Marine Corps and the British Royal Marines, the idea of a
globe as part of the emblem was borrowed from the emblem of the
Royal Marines. However, the Royal Marines' emblem shows the
Eastern Hemisphere, whereas the U.S. Marine Corps' emblem shows
the Western Hemisphere. This was only natural since the United
States is located in the Western Hemisphere and many of the early
Marine combat operations and noncombatant duties were in the
Western Hemisphere. Today, of course, the globe can also
symbolize the "global" Marine Corps commitments and
responsibilities which have evolved in the 2 0th century.

(c) Eagle. The third part of the emblem is the
eagle. The eagle is the national symbol of the United States, and
is the one part of the emblem which readily identifies the Marine
Corps with the United States. The eagle proudly carries a
streamer in its beak which bears the motto of the Corps, "Semper
Fidelis . "

h. Marine Corps Seal . On 22 June 1954, President Eisenhower
signed Executive Order 105.38 "Establishing a Seal for the United
States Marine Corps." General Lemuel C. Shepard, Jr., 20th
Commandant designed the seal which consists of the Marine Corps
emblem in bronze, the eagle holding in its beak a scroll
inscribed, "Semper Fidelis," against a scarlet and blue
background, encircled by the words, "Department of the Navy -
Unites States Marine Corps."

i . Flags and colors

(1) Colors/standards . Specialized flags carried by
military units. Each arm or branch of the service has its own
colors. The Marine Corps colors/standards are scarlet with gold
fringe trim. The Marine emblem is centered on the flag with a
white scroll below. Marine Colors are carried beside the
National Colors. Standards are Marine Colors that are mounted,
such as flags mounted in the Commanding Officer's office.

12-12

(a) Organizational standards/colors. Carried by
supporting establishment commands. Scroll on the flag says
"United States Marine Corps".

(b) Battle Colors/Standards. Carried by Fleet Marine
Force units (FMF) . The scroll has the unit's name followed by
FMF on it. Battle streamers that have been awarded to the unit
are displayed just below the mast head.

(2) Guidons . Guidons are small rectangular flags, made
in Marine Corps colors. They are carried by companies,
batteries, or detachments.

j . Awards and Decorations

(1) Personal decorations . Personal decorations are
awarded to individual Marines for heroism, gallantry, or valor.
Examples include the Medal of Honor, Purple Heart and the Navy
Cross. Personal decorations can also be awarded for meritorious
service, such as, the Meritorious Service Medal and the
Navy-Marine Corps Achievement Medal .

(2) Unit decorations. Unit decorations are awarded to a
Marine unit for outstanding performance, inside or outside the
United States. The French Fourragere is one such example. It is
the senior unit award, and the first collective award, won by the
U.S. Marines. Other examples of unit awards include the Navy
Unit Commendation and the Meritorious Unit Commendation.

(3) Campaign or service medals and ribbons . These awards
are issued to "all hands" who take part in a particular campaign,
or serve during a specific time period for which the award is
authorized. An award can also be earned for notable achievement
in a non-combat environment. An example would be the Antarctica
Service Medal .

(4) Marksmanship badges and trophies . Badges are awarded
to individuals who demonstrate special proficiency or skill in
marksmanship. Trophies are awarded at various levels to include:

United States and international distinguished shooter
competitions, and Marine Corps rifle and pistol championships.

k . The Marine Corps Uniform

12-13

(1) The scarlet trouser stripe. A red stripe first
appeared on uniform trousers in 1798, and reappeared in 1840 and
1859, partly as a result of the military fashions of the day.
The popular story, which cannot be supported by fact, is that the
red stripe commemorates the blood shed by Marines in the Battle
of Chapultepec in 1846.

(2) The quatrefoil. The quatrefoil is an interwoven
braid in the shape of a cross of figure eights found on top of
the Marine officer's barracks covers. Officially, the quatrefoil
first became an authorized part of the uniform in 1859. The
quatrefoil was the fashionable military style of the era.
Popular belief tells us that the quatrefoil was worn on the caps
of Marines fighting on the decks of ships in order that they
might be easily recognized by the Marine sharpshooters located
above in the ship's rigging.

(3) Mameluke sword. Until the invention of gunpowder,
the sword was once one of the primary combat weapons used by the
military. The association of the Marine Corps with the Mameluke
sword began in the early 19th century. The "Mamelukes" were an
elite Muslim military force from Eastern and Northern Africa.
They used a sword that had a gold hilt, ivory handle, and a
curved blade. Tradition states that in recognition of Lieutenant
Presley 0 ' Bannon ' s heroic actions in the Tripoli expedition,
Prince Hamet Bey presented him a Mameluke sword.

(4) The NCO sword. Noncommissioned officers of the
Marine Corps are the only NCOs in any branch of the regular
United States Armed Forces who still have the privilege of
carrying what is considered to be a commissioned officer's
weapon. The Marine NCO sword rates as one of the oldest U. S.
weapons still in use (second only to the Mameluke sword) . While
limited by regulation to "when in charge of troops on ceremonial
occasions," the sword is part of our intangible esprit de corps.

(5) Field hat. This was the rugged, picturesque,
expeditionary headgear of the Corps from 1898 until 1942 and
became a universal favorite. As a result, although the hat
became outmoded during World War II, General Cates , the 19th
Commandant, authorized its use on the rifle range in 1948 and
took steps to issue field hats to all medalist shooters in the
Marine Corps matches. Subsequently, in 1956, General Pate, the
21st Commandant, directed that field hats be worn by all recruit

12-14

drill instructors, and the hat has become a symbol of Marine
Corps recruit training.

1 . Common Terms, Sayings, and Quotations

(1) First to Fight. Marines have been in the forefront
of every American war since the founding of the Corps. They
entered the Revolution in 1775, even before the Declaration of
Independence was signed! Marines have carried out more than 3 00
landings on foreign shores. They have served everywhere, from
the Arctic to tropics; their record for readiness reflects pride,
responsibility, and challenge.

(2) Leatherneck . This nickname goes back to the leather
stock or neckpiece, which was part of the Marine Corps uniform
from 1775 to 1875. The leather collar was designed to protect
the jugular vein from saber slashes. It also insured that
Marines kept their heads erect and maintained military bearing.
Although no longer used, it is commemorated by the standing
collar on the dress blue and dress white uniform.

(3) Uncommon valor was a common virtue. Refers to the
victories in World War II, especially at Iwo Jima, the largest
all-Marine battle in history. Admiral Nimitz ' s ringing
characterization of Marines fighting on Iwo Jima was applied to
the entire Marine Corps in World War II: "Uncommon valor was a
common virtue."

(4) Devil Dogs. In the Belleau Wood fighting in 1918,
the Germans received a thorough indoctrination into the fighting
ability of Marines. Fighting through supposedly impenetrable
woods and capturing supposedly untakeable terrain, the men of the
4th Marine Brigade struck terror in the hearts of the Germans,
who referred to Marines as the Teuf elhunden, meaning "fierce
fighting dogs of legendary origin" or as popularly translated,
"Devil Dogs . "

(5) The Marine Corps Motto. That Marines have lived up
to their motto, Semper Fidelis (always faithful), is proven by
the fact that there has never been a mutiny among U.S. Marines.
This motto was adopted about 1883. Before that, there had been
three mottoes, all traditional rather than official. The first,
Fortitudine (with fortitude), appeared about 1812. The second,
By Sea and by Land, was obviously a translation of the Royal
Marines' Per Mare, Per Terrem. Until 1848, the third motto was

12-15

"To the Shores of Tripoli," in commemoration of 0 1 Bannon ' s
capture of Derne in 1805. In 1848, after the return to
Washington of the Marine battalion which took part in the capture
of Mexico City, this motto was revised to "From the Halls of
Montezuma to the Shores of Tripoli." The current Marine Corps
motto is shared with England's Devonshire Regiment.

(6) The President's Own. Established by an act of
Congress in July 1798 (more than a century before the bands of
the other three services) , the Marine Band has performed at White
House functions for every president except George Washington.
Thomas Jefferson was especially fond of the band. Because of its
traditional privilege of performing at the White House, the band
is spoken of as "the President's Own."

(7) Retreat, Hell! We just got here! Fighting spirit
and determination against heavy odds is a sound tradition in the
Marine Corps. Nowhere is there a more graphic illustration than
an incident which occurred in World War I. Legendary or true, it
personifies the aggressive attitude of Marines. The occasion was
the third great German breakthrough of 1918, when the 4th Marine
Brigade and its parent 2d Infantry Division were thrown in to
help stem the tide in the Belleau Wood sector. The 2d Battalion,
5th Marines had just arrived at its position when an automobile
skidded to a stop and a French officer dashed out and approached
the commanding officer. He explained that a general retreat was
in progress and that orders were for the Marines to withdraw.
The Marine officer exclaimed in amazement, "Retreat Hell! We
just got here!" The Marines proceeded to prove their point. The
battalion deployed and took up firing positions. As the Germans
approached, they came under rifle fire which was accurate at
ranges beyond their comprehension. Not in vain had the Marine
Corps long stressed in its training the sound principles of
marksmanship. The deadly fire took the heart out of the German
troops, and the attack was stopped.

m. Military etiquette. There are several Marine Corps
customs and courtesies, which while possibly unwritten, are
important for you to know.

(1) The CP's wishes. When the commanding officer states
"I wish," "I desire," or similar expressions, these have the
force of a direct order and should be complied with on that
basis .

12-16

(2) Reporting to seniors. Juniors must report
immediately in correct uniform when requested by a senior. If in
the field, on the drill field, or on a parade ground, it is
necessary for juniors to proceed and report on the double.

(3) Walking with a senior. When walking with a senior,
walk to the left, one pace back, and in step with that senior.

n . Social Occasions

(1) Bosses' Night. At periodic intervals the staff
noncommissioned officers of a company, squadron, battery, or
similar size unit invite the officers of the unit to the SNCO
mess for an evening get-together known as "Bosses' Night." Some
important ground rules that make for a good "Bosses' Night" are:

(a) Always set a reasonable time limit. Do not stay

"all night . "

(b) Do not turn Bosses' Night into a grievance

session .

(2) Hail and farewell. When you become attached to, or
depart from a unit, you may be "hailed or farewelled. " That is
your unit's way of saying "Welcome aboard" or "thanks for a job
well done." At a hail you and your spouse will be introduced.
At a farewell, you'll normally receive a memento and be asked to
say a few words .

(3) Wetting Down. After a promotion, it is customary to
celebrate by spending your first pay raise on your fellow Marines
at your favorite tavern. Tradition has it that the new grade
insignia was placed in the bottom of a glass of spirits, and the
Marine drank the glass dry. Remember... alcoholic beverages must
be consumed with moderation.

(4) Dining In/Out. This event is a variation of the
traditional mess night. "Dining in" means that the mess is open
to guests from within the unit, while "dining out" opens the mess
to honored guests outside the unit.

o. Social do's and don'ts. Common sense, tact, and ordinary
courtesy are the fundamentals of social success in the Marine

12-17

Corps. First impressions are most important. Remember, you
don't get a second chance to make a first impression.

(1) Be on time. One of the most valuable habits that you
can acquire is that of being on time. Promptness and
responsibility go hand in hand.

(2) Exhibitionism. Exhibitionism means drawing attention
to yourself in a public place. Shouting, whistling, clowning,
loud laughter, booing, or doing something foolish or unusual, is
unacceptable conduct, especially at a social function. Do not
draw undue attention to yourself. If there is any chance that
you will be recognizable as a Marine, your conduct must be
impeccable .

(3) In the company of ladies . A man offers his arm only
to give assistance when needed, as an escort at a formal dinner
or as an usher at a wedding. Never grasp or take hold of the
woman's arm, unless an accident is to be avoided. She will take
your arm, you do not take hers. When in uniform and covered, use
your left arm to escort so that you may render or return salutes .

(a) On the Street . A man walks on the curb side,
outboard of a lady, thus sheltering her. In a crowd, when she
needs assistance, or in heavy traffic, or going up steps, the man
gives her his arm. Aboard a train, aircraft, or bus, a woman is
offered the window seat. On a bus or street car, a Marine always
gets up and offers his seat to a woman with packages or children,
an elderly lady, or a pregnant woman.

(b) Decorum. When you are with a lady, don't
embarrass her by off -color jokes, loud talking, violent gestures,
or other actions that may attract undue attention. Except in
crowded situations where the man obviously has to "run
interference," you should let the lady precede you, as when
boarding a bus or going down a theater aisle.

(c) Assistance . If a lady seems to need help, you
should offer your assistance. But don't presume on your act of
courtesy or helpfulness by imposing on the lady or trying to
strike up an unwanted acquaintance with her.

(d) On your feet . At a social occasion, such as a
dinner party, men should stand when a woman enters the room,
remain standing until she sits down, and rise again upon her

12-18

departure. A man is not expected to stand every time a hostess
reenters or leaves a room. Stand up for introductions,
greetings, and farewells. When a senior officer, dignitary, or
elderly person comes to your table, stand.

(e) Seating a lady. A man assists the woman to his
right with her chair when she sits down at the dining table, and
when she rises.

p. Reporting to a New Command. Report to a new command in
the service "A" uniform. Ensure that you have your original
orders, medical and dental records, OQR or SRB, and all receipts
pertaining to lodging and transportation.

q. Summary . Always remember that you are a United States
Marine. You are representing the legions of Marines who have
preceded you and built the traditions and reputations of the
Corps with their blood and at times their lives. Never do
anything to bring shame or discredit upon our Corps or disgrace
the honor of those who have gone before. You are the future of
the Corps, and upon your shoulders rests the reputation of the
greatest fighting force the world has ever seen.

6 . Appendices

Appendix A
Appendix B
Appendix C
Appendix D

Glossary of Traditional Marine Corps Terms
Significant Events in Marine Corps History
Noteworthy Individuals in Marine Corps History
Significant Battles in Marine Corps History

12-19

TERM

ADRIFT

AFT

ALL HANDS
ASHORE

AS YOU WERE
AWEIGH

AYE, AYE, SIR

BELAY

BELOW

RRTTAKOTIT

BRIG

BROWN BAGGER
BOW

BRIDGE

3 ROW

BUTTKIT
C. P.
CARRY ON
CHIT
FAN TAIL
FIELD DAY
FIELD SCARF
FORECASTLE

GALLEY

CUSTOMS , COURTESIES AND TRADITIONS
Appendix A

GLOSSARY OF TRADITIONAL MARINE CORPS TERMS
MEANING

Loose from towline or moorings; scattered about;
not in proper stowage

Referring to or toward the stern (rear) of a vesse
All members of a command

Any place outside of a naval or Marine Corps
reservation

Resume former activity

Said of the anchor. As soon as the anchor has
broken away from and :_s no longer fastened to the
bottom

Required official acknowledgment of an order
out the order cr instructions

To make fast or to secure, as Lik "belay the line, "
to cancel cr to disregard a statement just made

Downstairs; lower deck

A place cf confinement; a prison
A married man

The front portion cf a ship

The portion cf a ship's structure from which it is
controlled when underway

A portable walkway from the pier cr jetty to the
ship's quarterdeck

An ashtray

Command Post in the field

The order to resume previous activity

A receipt or authorization; a piece of paper

The main deck of a ship at the stern

Barracks cleanup

Regulation Marine Corps uniform neck tie

The upperdeck at the bow on which the ground
tackle is located

Shipboard kitchen; kitchen of a mess hall;
mobile field mess

12-20

GANGWAY

GATOR

GEEDUNK

HATCH
HEAD
LADDER
LIBERTY

OVERHEAD

PASSAGEWAY

PETTY ^OFFICER

POLICE

PORT

QUARTERDECK

RATE

SCUTTLEBUTT

SEABAG

SECURE

SHIPPING OVER
SICK BAY
SKIPPER
SKYLARK
SMOKING LAMP
SQUARE AWAY

STARBOARD

STERN

SWAB

TOPSIDE

TURN TO

WARDROOM

An opening in the rail giving access to the ship.
A command announcement to stand aside to let
someone through

An amphibious ship; one who serves in the
amphibious Navy

The place (aboard ship) where candy, ice cream,
soda, and smokes can be purchased

Door or doorway

Latrine or toilet

Stairs

Absence of enlisted from the ship or command for
less than 96 hours for purposes of rest and
recreation which is not charged as leave

Ceiling

A hallway

A Navy N'CO, E-4 through E-9
To straighten or to tidy up
Left

The ceremonial location on board ship when the ship-
is moored cr az anchor (It is located close to the
brow cr accommodation ladder and is the -watch
station for the Officer of the Deck) .

A sailer's occupational specialty

Gossip cr unfounded rumor; also a drinking fountain

The bag used to stow personal gear

Stop; finish; end; make fast; put away in storage

Reenlisting

Hospital or dispensary
Commanding Officer
Goof-off; to loiter

When smoking lamp is lit, smoking is authorized.

To straighten, make ship-shape, or to get settled,
inform or admonish someone in an abrupt manner.

rear) of a ship

Right

The blunt end
A mop

Upstairs; upper deck
Begin work; get started

On board ship, the officer's living room and dining
area; also used to signify all of the officers
serving on the ship

12-21

CUSTOMS , COURTESIES AND TRADITIONS
Appendix B

SIGNIFICANT EVENTS IN MARINE CORPS HISTORY

The Marine Corps was created on 10 November 1775, in Philadelphia,
Pennsylvania, at Tun Tavern, by a resolution of the Continental Congress which
"raised two battalions of Marines." In 1834, the Marines came under the
Department of the Navy. The National Security Act of 1947, amended in 1S52,
states the present structure, missions, and functions of the Marine Corps.

a. 1775 - The Continental Congress authorized the formation of two
battalions of Marines, under Captain Samuel Nicholas, who is traditionally
considered the first Commandant of the Marine Corps.

b. 1776 - The first Marine landing took place during the Revolutionary
War. Marines invaded New Providence Island in the Bahamas and seized guns and
supplies. The uniform cf the day had a stiff leather stock that was worn
around the neck, thus the nickname "Leatherneck."

c. 1795 - Congress recreated the Marine Corps as a separate military
service .

d. 18C5 - Marines stormed the Earbary pirates' stronghold at Derna on
the "shores cf Tripoli." Marines raised the "Stars and Stripes" for the first
time in che Eastern Hemisphere.

e. 1847 - During the Mexican War, Marines occupied the "Halls of
Montezuma" during the Battle cf Chapul tepee in Mexico City. The royal palace
fell to invading Marines, who were among the first United States troops to
enter the capital. Marines also helped take California.

f. 1859 - Marines, under the command of Colonel Robert E. Lee, U. S.
Army, stormed the United States arsenal at Harper's Ferry to put down an
attempted slave revolt lead by abolitionist, John Brown.

g. 1861 - Marines saw limited acticn during the Civil War. Due to
resignations, an aging officer corps, and inadequate personnel, effectiveness
was hindered. Marines served primarily with naval detachments at sea, rarely
conducting operations ashore, manning ship's guns.

h. 1868 - An emblem consisting of an eagle, a globe, and an anchor was
adopted by the Marine Corps. Brigadier General Jacob Zeilin, 7th Commandant,
modified the British (Royal) Marine emblem to depict the Marines as both
American and maritime. The globe and anchor signify worldwide service and sea
traditions. The spread eagle is a symbol of the Nation itself.

i. 1898 - In response to a declaration of war against Spain, Marines
conducted offensive operations in the Pacific and Cuba. Marine actions led to
the establishment of several naval installations overseas.

j . 1900 - In support of foreign policy, Marines from ships on the
Asiatic station defended the American Legation in Peking, China during the
Boxer Rebellion. The Marines were part of a multinational defense force that
protected the Legation Quarter against attack. This small defense force held

12-22

out against the Boxers until a relief force was able to reach Peking and end
the rebellion.

k. 1901 - During the years 1901 to 1934, the Marine Corps was
increasingly used to quell disturbances throughout the world. From the Far
East to the Caribbean, Marines landed and put down insurrections, guarded and
protected American lives and property, and restored order. Due to the
extensive use of Marines in various countries and locations in the Caribbean,
these actions come to be known as the "Banana Wars."

1. 1913 - The Marine Corps established its aviation unit. Marine Major
Alfred A. Cunningham was the first pilot.

m. 1917 - Marines landed as part of the American force in France.
Marines, participating in eight distinct operations, distinguished themselves
and were awarded a number of decorations, among them the French Fourragere,
still worn by members of the 5th and 5th Marines.

n. 1933 - The Marine Corps was reorganized into the Fleet Marine Force,
formally establishing the "command and administrative relations" between the
Fleet and the Marine Corps . The Marine Corps Equipment Beard was established
at Quafiticc, Virginia, and Marines began to devote long hours to testing and
developing materials for landing operations and expeditionary service.

c. 1941 - The United States was thrust into war following the
devastating surprise attack on Pearl Harbor by Japanese forces. Marines
defended against this attack and similar attacks throughout the Pacific during
the opening stages of the war. The Marine Corps was the principal force
utilized by the Allies in execution of a strategy of "island hopping"
campaigns. The earlier development of amphibious doctrine proved to be
invaluable in carrying out this strategy. The strength of the Marine Corps
reached nearly 500,000 during World War II.

p. 1950 - Conflict in Korea tested Marine Corps combat readiness. The
Marines responded to the attack by North Korean forces by quickly assembling
the First Marine Provisional Brigade from the under-strength 1st Marine
Division. These Marines shipped out and were later used to rescue the
crumbling Pusan perimeter. Marine forces further displayed their combat
readiness and versatility by making an amphibious landing over the seawalls at
Inchon. Marine aviators flew helicopters for the first time in battle.

q. 1958 - The Marine Corps completed reorganizing the combat structure of
its Fleet Marine Force. The Marines created units equipped to conduct landing
operations in either atomic or nonatomic warfare. The Marine Corps had the
ability for the Fleet to go where it was needed, to stay there, and to readily
project its power ashore as the cutting edge of sea power. This concept was
put to use when Marines landed near Beirut, Lebanon at the request of the
Lebanese government to support its army against internal strife. The Marines
helped stabilize the situation and were withdrawn after a few months.

r. 1965 - Marines landed in South Vietnam, which committed the Marine
Corps to the longest war in its history. Marines conducted numerous large
scale offensive operations throughout the course of the war, as well as
participating in the pacification program designed to win the support of the
local populace. Also, in response to an attempted coup of the local
government, Marines landed in the Dominican Republic to evacuate and protect
U. S. citizens. The Marines formed the core of a multinational force that
quickly restored the peace.

12-23

s. 1982 - Marines deployed to Lebanon as part of a multinational
peacekeeping force in an effort to restore peace and order to this war-torn
country. This action further displayed the Marine concept of a "Force in
Readiness." On 23 October, 1983, a suicide truck bomb attack on the
headquarters building killed 241 Americans and wounded 70 others. The last
Marine unit withdrew in July of 1984.

t. 1983 - Following assassination of the Prime Minister and violent
overthrow of the government of Grenada, Marines participated in Urgent Fury,
joint military operation, in response to a request for intervention from
neighboring Caribbean nations. The Marines' rapid response led to the
securing of the island and the safeguarding of hundreds of American citizens
living there.

u. 1989 - In response to the increasing unrest in Panama, the President
of the United States ordered a joint military operation, Just Cause, to
overthrow the military government of Panama headed by General Manuel Noriega.
United States forces, including Marines, accomplished this mission and
installed a civilian government. This same government had been denied office
after free elections were illegally declared invalid by Noriega's government.
General* Noriega, under indictment in the United States for drug trafficking
and racketeering, was arrested and sent to the United States for trial.

v. 199Q - Following the invasion of Kuwait by Iraqi forces, Operation
Desert Shield was launched. This joint military operation was designed to
halt the advance of Iraqi forces and to position multinational forces
assembled for possible offensive operations to expel the invading force. Thi
operation validated the Marine Corps 1 Maritime Prepositioning Force (MPF)
concept and enacted che plan of tailoring units to accomplish a mission as
part of a Marine Air Ground Task Force (MAGTF; .

w. 1991 - Operation Desert Storm was launched after the Iraqi governmen
refused to comply with United Nations' resolutions. Marine aviation was
heavily used when the air phase commenced in January of 1991. When massive
bombing failed to dislodge Iraqi forces, Marine ground forces swept into
Kuwait and liberated the country, causing severe damage to the Iraqi military
capability .

12-24

CUSTOMS , COURTESIES AND TRADITIONS
Appendix C

NOTEWORTHY INDIVIDUALS IN MARINE CORPS HISTORY

a. PRESLEY NEVILLE O * BANNON . First Lieutenant O'Bannon is remembered
for heroism in the battle for the harbor fortress of Derna (Tripoli) in the
Mediterranean. O'Bannon's Marines were the first U.S. forces to hoist the
flag over territory in the Old World. The "Mameluke" sword, carried by
Marines officers today, was presented to O'Bannon in 1805.

b. ARCHIBALD HENDERSON. Brevet Brigadier General Archibald Henderson
became Commandant in 1820 and held his command until his death in 1859, a
period of 39 years. General Henderson led the Corps through the Indian Wars,
the War with Mexico, the "opening" of China, and the disorders in Central
America. The "Grand Old Man of the Marine Corps," as he is often called,
introduced higher standards of personal appearance, training, discipline, and
strived to have the Marine Corps known as a professional military force,
capabl« of more than just sea and guard duties.

c. JOHN H. QUICK. Sergeant Major Quick is remembered for his
performance at Cuzco Well (Guantanamo Bay, Cuba), where he participated in an
operation tc seize an advanced ba se for the Atlantic Fleet battalion of
Marines. The Sergeant Major won the Medal of Honor for semaphoring for an
emergency life of the naval bombardment while under Spanish and American
shellfire. The landing at Guantanamo demonstrated the usefulness of Marines
as assault troops. When employed with the fleet, Marines gave added strength
for the capture and defense of advanced bases, becoming a primary mission of
the Marine Corps (1898) .

d. DANIEL DALY. Sergeant Major Daly is recognized for earning two
Medals of Honor: (1) Chinese Boxer Rebellion and (2) First Caco War in Haiti.
When his unit had been pinned down and their attack was stalled during the
Battle of Belleau Wood, then Gunnery Sergeant Daly yelled to his men, "Come
on, you sons of a b , do you want to live forever?"

e. SMEDLEY D. BUTLER. Major Butler is recognized for earning two Medals
of Honor: (1) Veracruz and (2) First Caco War in Haiti. By the end of 1916,
the Marine Corps was recognized as a national force in readiness and for
leadership gained from continual combat and expeditionary experience.

f. JOHN A. LEJEUNE. Major General Lejeune served as 13th Commandant of
the Marine Corps, 1920-1929. LeJeune was the first Marine officer ever to
command an army division in combat, in France during World War I (1918) .

g. LEWIS B. ("CHESTY") PULLER. Lieutenant General Puller served in
Nicaragua through several periods of political unrest and rebellious activity.
Puller and a force of about 32 Marines became famous for their ability to
engage rebel groups and bandits while scouring the jungles in a wide area of
Nicaragua to the Honduran border. Puller became known as the "Tiger of the
Mountains" (1930). The Marine Corps' mascot, an English bulldog named
"Chesty, " ^is named for this brave and fine Marine Corps officer.

h. JOSEPH L. FOSS. Captain Foss was a Marine pilot instrumental in
taking the Japanese airfield at Guadalcanal. For his participation, the
Captain was awarded the Medal of Honor. By the end of World War II, Foss was
the second-ranking Marine ace, with 26 victories ("kills'') to his credit

(1942) .

12-25

i. GREGORY R. ("PAPPY") BOYINGTON. Major Boyington is recognized for
Marine prowess in aerial dogfights. "Pappy" commanded VMH-214, the "Black
Sheep," during World War II. By the end of the War, the Major was recognized
as the Marine Corps' top ranking flying ace with 28 victories ("kills")
(1945).

j. IRA H. HAYES. The Fifth Amphibious Corps of Marines, commanded by
Major General Harry Schmidt, was assigned to take Iwo Jima . Corporal Ira
Hayes, a Pima Indian, was one of the Marines immortalized in the now famous
photograph (not shown) taken of the second flag raising incident on Mount
Suribachi, shortly after the Japanese stronghold was taken on 23 February,
19 4 5.

k. OPHA MAE JOHNSON . Private Johnson became the Marine Corps' first
enlisted woman on 13 August, 1918. Her enlistment was a reflection of the
dramatic changes in the status of women brought about by the entry of the
United States into World War I. Marine Reserve (F) was the official title by
which the Marine Corps' first enlisted women were known. They were better
known as "skirt Marines" and "Marinettes . "
■<

1. ANNIE L. GRIMES. CWC Grimes was the third black woman to become a
Marine and the first black woman officer to retire after her "full 20."

m. MARGARET A. BREWER. Brigadier General Brewer, then a Colonel, served
as the Director of Women Marines (WM) during the perioc 1973-1977. She was
the seventh and last Director of WMs , the only pcst-Wcrid War woman tc hold
the position. Margaret Brewer became the Marine Corps' first woman general
officer on J j Mav 1978.

n. MOLLY MARINE. "Molly," a monument in New Orleans to women who serve
and have served as Marines, was dedicated cn the Marine Corps birthday in
194 3. The first statue of a woman in uniform anywhere in the world was that
of Joan D'Arc, in full armor, in Orleans, France; it is only fitting that the
first statue of a woman in uniform in the United States reside in New Orleans.

12-26

CUSTOMS, COURTESIES AND TRADITIONS
Appendix D

SIGNIFICANT BATTLES IN MARINE CORPS HISTORY

a. The BATTLE OF BLADENSBURG: In August of 1814, 103 Marines and 400
sailors made a vain attempt to block a force of 4,000 disciplined British
troops from advancing on Washington. The Marines stopped three headlong
charges before finally being outflanked and driven back. The British then
moved down Bladensburg Road to Washington where they burned a number of public
buildings before retiring to their vessels in the Chesapeake Bay.

b. The BATTLE OF NEW ORLEANS: In January of 1815, Marines under the
command of General Andrew Jackscr. soundly defeated British Forces that were
attacking the city of New Orleans. The British lost approximately 2,000 men
while American losses were less than 100.

c. The BATTLE OF BELLEAU WOOD: Marines fought one of their greatest
battles in history at Belleau Wood, France, during World War I. Marines
heiped"*to crush a German offensive at Belleau Weed that threatened Paris. In
honor of the Marines who fought there, the French renamed the area "the Weed
ef the Brigade of Marines.". German intelligence evaluated the Marines as
"storm troops" -- the highest rating on the enemy fighting scale. In
reference to the Marine's ferocious fighting ability, German troops cailec
their new enemy "Teuf eihunder." or "Devi I dogs, ™ a nickname in which Marines
share pride.

d. The BATTLE OF WAKE IS LAN-Si In 1941, following the air attack on
Pearl Harbor, the Japanese struck Wake Island on 8 December. Despite being
heavily outnumbered, the Marines mounted a courageous defense before finally
falling on 23 December. This small force of Marines caused an extraordinary
number of Japanese casualties and damage to the invading force.

e. The BATTLE OF GUADALCANAL: On 7 August 1342, the 1st Marine Division
landed on the beaches of Guadalcanal in the Solomon Islands and launched the
first United States land offensive of World War II. This battle marked the
first combat test of the new amphibious doctrine, and also provided a crucial
turning point of the war in the Pacific by providing a base to launch further
invasions of Japanese-held islands. Amphibious landings followed on the
remaining Solomon Islands including New Georgia, Choiseul (Feint), and
Bougainville .

f. The BATTLE OF TARAWA: The Gilbert Islands were the first in the line
of advance for the offensive in the Central Pacific. The prime objective was
the Tarawa Atoll and Betio Island which had been fortified to the point that
the Japanese commander proclaimed that it would take a millon Americans 100
years to conquer it. On 20 November 1943, Marines landed and secured the
island within 76 hours, but paid a heavy price in doing so. Because of an
extended reef, landing craft could not cross it, and Marines were offloaded
hundreds of yards from the beaches. This led to heavy losses from enemy fire.
Additionally, many Marines drowned while attempting to wade ashore.

g. The BATTLE OF THE MARIANA ISLANDS: Due to the need for airfields by
the Air Force and advanced bases for the Navy, the Marianas were invaded.
This was accomplished by landings on the islands of Saipan, Guam, and Tinian.
During June and July of 1943, Lieutenant General Holland M. Smith led a
combined invasion force of Marines and soldiers that totaled over 136,000.

12-27

This was the greatest number of troops, up to that time, to operate in the
field under Marine command.

h. The BATTLE OF I WO JIMA: On 19 February 1945, Marines landed on I wo
Jima in what was the largest all-Marine battle in history. It was also the
bloodiest in Marine Corps history. The Marine Corps suffered over 23,300
casualties . The capture of Iwo Jima greatly increased the air support and
bombing operations against the Japanese home islands. Of the savage battle,
Admiral Chester W. Nimitz said, "Among the Americans who served on Iwo Island,
uncommon valor was a common virtue."

i. The BATTLE OF OKINAWA: In April of 1945, Marines and soldiers landed
and secured the island of Okinawa. This marked the last large action of World
War II. Due to the death of the Army commander, Major General Roy S. Geiger
assumed command of the 10th Army and became the only Marine officer ever to
have commanded a field Army.

j. The BATTLE OF THE CHCSIN RESERVOIR: After pushing far into North
Korea during November of 195C, Marines were cut off after the Chinese
Communist Forces entered the war. Despite facing a IC-division force sent to
annihilate them, Marines smashed seven enemy divisions in their march from the
Chosin Reservoir. The major significance of this retrograde movement was that
Marines brought cut all operable equipment, properly evacuated their wounded
and dead, and maintained tactical integrity.

k. The SECOND BATTLE OF KHE SANK: In January of 1968, Marines defended
the firebase at Khe Sanh from an attack force of two North Vietnamese Army
(NVA) divisions. Despite heavy bombardment, the Marines held out for over two

I. 'The BATTLE OF HUE CITY: During the Vietnamese holiday of Tet in
January of 196S, Communist forces launched a surprise offensive by
infiltrating large numbers of their troops into the major population centers
of Hue Cicy, South Vietnam. A near division-size unit of NVA troops occupied
the city of Hue and the Citadel. Marines fought in built-up areas for the
first time since the Korean War foregoing the application of heavy arms to
minimize civilian casualties. Fighting was house-to-house with progress
measured in yards. The city was secured on 25 February 1968.

RESOURCES:

Marine Corps Museum Historical Pamphlets
Marine Corps Manual

12-28

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

USMC COUNSELING PROGRAM

1. Introduction . This program was designed for you, the leader,
to develop skills in communicating with your Marines. It also
addresses existing requirements regulating the frequency and
conduct of interpersonal communications . You as a leader are
responsible for correcting and commending Marines who work under
you. To perform this task effectively you will have to use
communication skills.

2. Overview. There are two purposes for this lesson. First, it
will educate leaders on how to conduct a counseling session in
accordance with the Marine Corps order on counseling. Second, it
provides a basis to instruct your subordinate leaders as part of
developing your unit counseling program. We'll accomplish those
goals by taking a look at the different types of counseling, the
frequency that counseling should occur, the parts of a formal
counseling session, and counseling techniques.

3 . References

MCO P1610.12, Marine Corps Counseling Program
NAVMC 279 5, User's Guide to Counseling

4. Discussion . Before 1984, the principle tool for counseling
was the fitness report. The report can be a useful tool, but it
focuses on past performance: successes and failures of duties
already accomplished. How can you improve future performance of
your Marines?

a. The Marine Corps counseling program.

(1) The Marine Corps counseling program consists of two
parts. The first is performance evaluation, contained in the
fitness report or pro/con marks, and is based upon the documented
past performance of the Marine. The second part and what we are
going to focus on today is PERFORMANCE COUNSELING which focuses
on the Marine's future. These two program parts are considered
to be separate but complementary.

13-1

(2) Performance counseling should be a two-way
communication between the junior and senior that is positive and
forward looking with the ultimate purpose of developing the
individual Marine. The aim is to strengthen an individual's
performance, and by so doing make our unit more capable of going
places and achieving objectives.

b. The counseling process. The counseling process is
broken down into three types of counseling sessions: initial,
follow-on, and event related. Initial and follow-on sessions
are considered FORMAL counseling. Event-elated sessions are
defined as INFORMAL counseling.

(1) Let's start off by discussing the first type of
counseling-f ormal counseling. The characteristics of a formal
counseling session are that it is planned:

(a) The senior evaluates how the Marine has been

doing .

(b) The senior develops future targets.

(d) The senior prepares an agenda ahead of time.

(2) How much time should you set aside for a formal
counseling session? 1 hour? 2 hours? 30 minutes? The answer
is to make sure you don't shortchange the Marine. You must allot
sufficient time to focus on the junior's overall performance and
SPECIFIC expected accomplishments over the next several weeks or
months .

(3) The initial counseling session is the first time that
the two of you have formally sat down and discussed the future of
the junior Marine. This session should lay the ground work for
the continuing professional relationship. This is when the
senior explains his/her goals and expectations for the unit, and
how they relate to the junior. They should also jointly arrive
at targets for the junior to meet before the next session.

(4) Any other formal session that occurs after that
initial session is considered to be a FOLLOW-ON session. Here
the individual ' s progress is monitored, any problems are worked

13-2

on, and senior and junior plan future targets for the next
period .

c. Frequency of counseling.

(1) An initial counseling session must occur according to
the Marine Corps order within 3 0 days of the establishment of a
new senior subordinate relationship. What do we mean by a new
senior subordinate relationship? Does this mean that you have to
conduct a formal initial counseling session with every Marine in
your platoon within 3 0 days? NO.

(2) A platoon commander will normally only counsel
his/her platoon sergeant, and squad leaders formally. He/she
would then briefly speak to each of the corporals and below, but
who will be counseling the corporals? That's right, the
sergeants will, and who will be counseling the lance corporals
and below? That's right, the corporals will. Thus, you must
also be able to teach these techniques to your subordinate
leaders .

(3) It is clear that lance corporals and below must
receive a follow-on session every 30 days. These Marines have
the most developing to do and need more frequent feedback. For
corporals and above, once the initial counseling session is done,
a follow-on counseling session must occur within 90 days. After
that a follow-on session must be done at least every 6 months.

d. Five elements of a formal counseling session. Now let's
look at the actual parts of a formal counseling session. These
are the five elements.

Preparation
Opening
Main Body
Closing
Follow-Up

(1) Let's look first at the PREPARATION phase. The
preparation phase is where the seniors make their money. They
should :

(a) Review the Marine's current performance in
relation to the previous targets that were set .

13-3

(b) Give the junior advance notice of the time and
content of the session.

(c) Select an appropriate location. Should you
always use your office? That's convenient, but consider neutral
ground, like a conference room where you are less apt to be
interrupted .

(d) Make a plan, or AGENDA, in writing for the
session. Use this as a guide to help you conduct the session.

(e) Decide what approach to take.

Directive (senior does the talking)
Non-directive (junior does the talking)
Collaborative (both do the talking)

(2) Once the preparation phase is done you are actually
ready to conduct the session. Which takes us to the next element
of a formal session, the OPENING. The Marine will formally
report to you and you should set him at ease by making some small
talk, or maybe offering him some coffee.

(3) Now you are ready for the MAIN BODY of the counseling
session. This is when you review the Marine's progress against
previous targets, and develop a plan and targets for the next
period. Unless you are using a complete directive approach,
ensure that you INVOLVE THE MARINE IN THE PROCESS. If he feels
that he has input into his own future, he will be that much more
inclined to excel.

(4) CLOSING. At this point you must ensure the Marine
understands the targets and is committed to them. If you don't
summarize what conclusions have been reached, you risk having the
Marine leave without being on your "sheet of music."

(5) FOLLOW-UP. Two things occur during this last element
of a formal session: documentation and follow-up. Documentation
is not mandatory, but highly recommended. You can use the forms
located in the Marine Corps guide for counseling, which contains
one example for lance corporals and below and one form for
corporals and above. Follow-up is simply that. If Sgt White said
that he was committed to showing up with a fresh haircut on
Mondays to improve his military appearance, then next Monday you
should be specifically looking for that.

13-4

e. The informal counseling session. Now let's discuss
informal sessions. Judgment and common sense determine when
informal counseling is required.

(1) This counseling normally happens when the junior or
senior sees a need for it, i.e. it is usually event driven. The
event can be positive or negative, and the session should be kept
short and reinforce a specific aspect of performance. "Sgt White,
last week you told me you were committed to making an improvement
in your appearance. It's Monday morning, and you look like a
seabag with lips. Find some way to get your melon scraped in the
next 30 minutes." Also remember that it can and should MORE
OFTEN be on the positive side. "Sgt White, you're looking sharp
today, that's exactly what you needed to do to improve that
military presence."

(2) Now that we've covered the two types of counseling
which are what? (formal and informal), and the three types of
counseling sessions, which are? (initial, follow-on, and event
related), let's talk about some counseling techniques. We will
look at six techniques for effective counseling.

f. Counseling techniques.

(1) Setting targets. Let's look at the first: setting
targets. Realistic and specific targets are set during formal
sessions, and should be considered a motivational tool as well as
a way to measure a Marine's progress.

(a) Targets must be measurable, realistic,
challenging, and you MUST have them in order to effectively
improve an individual's performance. They need to be SPECIFIC.
Which is better? "Sgt White, you and I have determined that if
you have a better military appearance it will add to your
leadership abilities." or... "Sgt White, as part of our plan to
improve your appearance, let's say that every Monday morning, you
will have a fresh haircut, and a set of utilities straight from
the cleaners. Do you think you can do that?"

(b) These targets should be limited in number to
avoid over-burdening the Marine, and unless it is a directive
session, they should be jointly set by the junior and senior.
Only revise them if circumstances outside of the person's control
change, not if the Marine cannot perform them.

13-5

(2) Problem solving. The next counseling technique is
problem solving. This technique is used when something has
occurred that is hindering the Marine's performance. The
questions on the slide are from the counseling handbook, and
although they look wordy, if you ask each of them according to
the situation, they can help sort out the problem.

(a) Perhaps when you ask "If there is something about
the junior that is preventing performance?", you might find out
that he does not have the required mental or physical ability.
When you ask the question, "Is there something outside his
control that is hindering him?", you will find out that he does
not know that his performance is not meeting expectations. Does
he have the necessary knowledge? Or is he missing certain
necessary skills? Perhaps the Marine has an attitude that
prevents him from progressing.

(b) Whatever the problem turns out to be, we must
always be willing to consider that it might be something outside
the junior's control. More often than not, it is something that
we have not done correctly. Confusion caused by poor targets,
lack of feedback on his performance, and lack of positive
reinforcement are common problems. Others can be conflicting
demands on the junior's time, insufficient resources, and lack of
delegated authority to achieve desired results.

(c) Once the problem is identified, we need to start
looking at solutions. You must look at these factors and decide
if the solution you have picked is the best one. Above all, it
should be realistic and as simple as possible.

(3) Questioning. The next counseling technique is
questioning. Questioning is valuable as a tool to bring
problems, viewpoints, and attitudes to the surface, and to
stimulate thinking. There are four types of questioning which
are closely related to the type of counseling approach you decide
to use.

(a) The closed ended question. Commonly used when
you want a yes or no answer. What counseling approach would best
be supported by this type of counseling? Yes, the direct
approach .

(b) The open ended question. This prompts the
individual to give an explanation and forces them to open up more
in order to share their thoughts. What counseling approach would
be best served by this kind of question? That's right, the
non-directive approach.

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(c) The probing question. This kind of question is
meant to take the conversation further and force the junior to
think. "What now, lieutenant" is a common one asked at TBS.

(d) The interpretive question. This question is one
where you draw a conclusion and solicit the other's agreement or
disagreement. This is a good way to wrap up a series of
questions and to draw conclusions.

(4) Active listening. The next counseling technique is
active listening. When you manage to get your Marines to open up
to you, you must be able to listen to what they are saying and
interpret it. There are two barriers that can prevent you from
doing this; lack of concentration, and filters.

(a) Lack of concentration is simply that. We listen
four times faster than we speak, and often we use that extra time
to think about something else, like what we're going to say next.
It is essential that you give 100% of your attention to the
Marine. All the more important that you have scheduled the
session in a place and time where you will not be interrupted.

(b) Filters occur when, because of a bias, we refuse
to listen to a person. A Marine ignores directions because he
does not like the appearance of the person giving directions.
What would be some other examples of filters? If you think
someone is unintelligent, out of shape, speaks differently or is
from a different background.

[1] Listen for generalizations or threads of
meaning that can be deduced from the facts.

[2] Listen for facts (Pvt Jones was 30 minutes
late) and distinguish them from opinions (Pvt Jones doesn't care
about doing a good job) .

13-7

[3] Listen for changes in tone of voice, rate of
speech, and volume. This may indicate that the junior is unsure
about something or may not want to come forth with some
information. Watch for non-verbal cues (avoiding eye contact,
slumping, clenched fists) . Remember, active listening is not
only hearing what is said, but it is also interpreting the
meaning of what is said.

(5) Feedback. The next counseling technique is giving
feedback. Feedback is basically letting someone know how they
are doing. Unless it is a directive session, you should use more
positive that negative reinforcement. Focus on specific actions
and events and not personal issues. Relate the feedback to the
set targets and the unit's targets. If the person is silent, use
probing questions to get responses. Allow the junior to vent
emotions, but avoid arguments. Feedback is most effective if:

(a) It deals with things that can be changed.

(b) It is timely (If Sgt White doesn't have his hair
cut on Monday, it is ineffective feedback if you don't speak to
him until Wednesday) .

(c) It should be geared toward the individual's
needs, not yours. Simply venting your anger accomplishes
nothing. You are not prepared to hear the junior's responses.

(6) Planning for improvement. The last counseling
technique is planning for improvement. The important things to
remember here is that the plan is JOINTLY developed, and should
have specific steps and a timetable. The plan then becomes part
of the on-going counseling process to track progress and
problems .

5. Summary . Counseling your Marines. Setting aside specific
periods of time to discuss their future, and teaching your NCO ' s
how to counsel their Marines is one of the best tools that a
leader can use to develop trust and understanding in the unit.
In order to do that, you must understand the material that we've
covered today--the different types of counseling, the frequency
with which counseling should occur, the parts of a formal
counseling session, and counseling techniques. YOU are the one
who will either do it or ignore it. If there is one reason that
many of us do not do it well, it is because we do not practice

13-8

it, and we think we are so busy that we do not schedule the time
for it.

13-9

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

PROFESSION OF ARMS

1. Introduction . Is the Marine Corps considered to be a profes-
sion? Are all Marines professionals? What unique demands are
placed on Marines by our society? These are a few of the
questions which will be discussed during this seminar on profes-
sionalism .

2. Overview. Military service is a difficult profession and it
makes unique demands on each individual. Unless the Corps'
leaders recognize and dedicate themselves to meeting those
demands in a professional manner, the Corps will not stand ready
to assist with the important role of the military in keeping the
nation secure.

3. References . The following provide additional information on
the Profession of Arms:

FMFM 1 - 0 , Leading Marines

FM 22-100, Military Leadership

NAVMC 2 5 63, The Armed Forces Officer

The Soldier and the State, by Samuel P. Huntington

The Professional Soldier, by Morris Janowitz

Those Who Can Teach, by Ryan and Cooper

4 . Notes to The Discussion Leader

a. In preparing to lead this seminar on professionalism,
the discussion leader should familiarize himself with some of the
literature and manuals available dealing with the profession of
arms and the term professionalism. NAVMC 2563, The Armed Forces
Officer , Chapters 1-3, and FM 22100, Military, Leadership
Chapter 3, will provide some additional insights into the meaning
of professionalism within the military services. Additionally,
Samuel P. Huntington deals with the issue in his book The Soldier
and the State , as does Morris Janowitz in his book The Profes-
sional Soldier .

14-1

b. This discussion guide is just that, a guide, and is not
meant to be the "end-all" of leadership instruction on the
subject, but it does provide the basic points for discussion,
only you, the leader, know what your unit needs most, and there-
fore, you must evaluate what needs to be emphasized, modified, or
expanded .

c. When leading this discussion, remember that the effec-
tiveness of the group learning experience is primarily dependent
upon your preparation and your ability to fulfill your duties as
the discussion leader.

5. Discussion . As professional military leaders we have obliga-
tions and responsibilities to our Corps, to our Country, and to
ourselves. Unless we understand the full extent of those respon-
sibilities, and appreciate the unique nature of our profession,
we cannot dedicate ourselves to meeting those obligations. Today
we will discuss professionalism within the Marine Corps. In so
doing, we hope to increase our Marines' awareness of the unique-
ness of their role as military professionals, and remind them of
the responsibilities associated with that role. The agenda for
today's discussion is:

a. Discuss the characteristics of a profession.

b. Define the term military professional.

c. Discuss the need for professionalism in the Corps.

d. Identify some responsibilities of being a member of the
profession of arms.

e. Discuss the development of a professional attitude.

f. Identify some professional problems facing our Corps.

6 . Appendix

Appendix A. Discussion Leader's Guide

Appendix B. An Old Soldier to the New Ones: Duty, Honor, and

Country

14-2

APPENDIX A

Profession of Arms

1 . Discuss the characteristics of a profession.

Note: Your goal for this portion of the discussion is to point
out that the Armed Forces, and the Marine Corps in particular, is
not just a job but a profession. A profession which is held in
esteem by their society and considered a "calling" by many.

a. WHAT IS A PROFESSION?

(1) Webster's New Collegiate Dictionary defines the word
profession as follows:

" Profession . 1: the act of taking the vows of a
religious community 2 : an act of openly declaring or publicly
claiming a belief, faith or opinion 3: an avowed religious faith
4: a calling requiring specialized knowledge and often long and
intensive academic preparation b: a principal calling, vocation,
or employment c: the whole body of persons engaged in a calling."

(2) These definitions are fine, but deal with the subject
in a very general way. Several authors have attempted to point
out specific factors that help define a profession. Ryan and
Cooper in their book Those Who Can Teach, have established a
specific list of such factors. We have listed them below for
your information. The seminar should discuss each of the eight
characteristics, and how they relate to the Marine Corps.

(a) A profession renders a unique social service.
The most obvious social service rendered by the Corps is the
defense of the nation. However, there are others such as provid-
ing technical skills used by our society and providing young men
and women with experience in leading others.

(b) A profession relies upon intellectual skills.
Intellectual skills utilized by the Armed Forces include leader-
ship, motivation, ethics, law, mechanics, all forms of engineer-
ing, etc.

( c ) Becoming a professional involves long periods of
specialized training and experience. Recruit training, TBS,
formal schools, career schools, civilian education programs and
intense periods of OJT and experience are all utilized by the
Armed Forces .

14-3

(d) A profession has considerable autonomy and
decision making authority. Although Congress and our civilian
leaders provide a great deal of guidance to our Armed Forces,
each service still retains a large degree of autonomy in the
manner in which it trains and in establishing its own internal
regulations and standards.

(e) Members of a profession are held personally
responsible for their actions and decisions. This is true for
all Marines but especially so for leaders in the Marine Corps.

We accept responsibility for our troops and for our units, and we
are held accountable for our actions. Society expects us to do
what is right and correct in all situations.

( f ) Service is emphasized over financial rewards . No
one should associate themselves with the Marine Corps in antici-
pation of personal reward. People who are seeking self-
aggrandizement in our profession standout like sore thumbs, and
their actions tend to splinter our goals and detract from esprit
de corps . Being a Marine often requires personal and family
sacrifices not expected of the average citizen or of other
professionals .

(g) A profession is self-governing and responsible
for policing its own ranks. In the Marine Corps we have both
general and specific means of governing ourselves. The UCMJ, the
Code of Conduct, and Title 10 of the U.S. Code apply to all of
the Armed Forces, yet each branch of service administers unto
itself and establishes its own standards and regulations to meet
its peculiar needs.

(h) Professions have their own code of ethics which
establishes acceptable standards of conduct for its members. In
general the Armed Forces have the UCMJ, the Code of Conduct, and
Title 10 of the U.S. Code as well as other governmental decrees
which help to establish our code of ethics. Each service ampli-
fies those documents in written and unwritten form to establish
its own particular code of ethics. In the Marine Corps we
achieve this through Marine Corps regulations and to a great
extent through customs, courtesies, and traditions upon which our
Corps was established and continues to grow.

14-4

b. ARE THERE OTHER CRITERIA WHICH ESTABLISH THE MARINE CORPS
AS A PROFESSION?

(1) Yes. In the history of our civilization the military
has held a position of respect. Along with medicine, law, and
the priesthood, it has been recognized since at least the eighth
century in Western civilization, and since 2500 BC . in Asia, as a
special calling.

( 2 ) Define the term military professional.

(a) WHAT IS A MILITARY PROFESSIONAL?

(b) FM 22100, Military Leadership (1973 Rev) , states:

"A military professional is a person who has undergone
special preparation and training. A professional possesses the
knowledge on which professional actions are based and the ability
to apply this knowledge in a practical way. The profession is a
means of earning a living, but wages do not become the primary
purpose of their work."

C. WHAT DO YOU HAVE TO DO/BE TO BE CALLED A PROFESSIONAL
MARINE?

(Have the group identify and list characteristics of a
professional Marine. The list should include those listed
below. )

(1) To be a professional a Marine must be:

(a) Competent . To be competent Marines must study
and work to become expert in their field while continually striv-
ing to improve their knowledge and expertise in all military
related skills appropriate for their rank and assignment.

(b) Responsible . To be responsible Marines must
first make sure that they know what is expected of them, and then
they must work to fulfill those expectations. These expectations
come from their immediate supervisor, but also are associated
with holding a particular rank within the Corps.

14-5

their personal needs secondary to the needs of the Corps. As
pointed out in Annex A, Duty, Honor, and Country are the guide-
posts for a military professional and without dedication a Marine
will not put these ahead of personal desires.

d. SINCE WE HAVE ESTABLISHED THE MARINE CORPS AS A PROFES-
SION DOES THAT MEAN THAT EVERY MARINE IS A PROFESSIONAL?

(1) Some authors insist that only officers and SNCOs are
professionals. This type of thinking is contrary to the Marine
Corps philosophy of leadership. Every Marine can be a profes-
sional to the extent that he/she practices the previously listed
characteristics of a professional. However, it must be pointed
out that like all the other professions, the Marine Corps
possesses some members who are not as professional as others and
their lack of professionalism adversely impacts the Corps.

(2) These individuals put their personal needs ahead of
the Corps. They shirk responsibility while continually placing
blame elsewhere. They usually lack ambition and are indifferent
toward improving their knowledge and skill level .

e. WHAT CAN YOU, THE INDIVIDUAL MARINE, DO TO IMPROVE
PROFESSIONALISM IN THE CORPS?

(1) Do your job 24 hours a day to include but not be
limited to the following:

(a) Execute all orders immediately, to the best of
your ability, working thoroughly and conscientiously.

(b) Maintain a positive attitude in your approach to
all tasks, requirements, desires, disappointments, etc.

(d) Carry out the 6 troop leading steps as appropri-
ate to your rank and job assignment with particular emphasis on
the supervisory aspects; pay attention to detail.

(e) Strive for excellence in all that you endeavor or
in that which is demanded of you.

14-6

(f) Set a definite goal for yourself NOW and continu-
ously and persistently work toward that goal. Waiting until you
are in the promotion zone or a civilian is too late to start.
Develop a strong desire to obtain what you want from life and
take the initiative (don't procrastinate) to attain it. "A
quitter never wins and a winner never quits."

(g) Maintain yourself in the best physical condition
and realize the importance of physical conditioning to a success-
ful life.

(h) Don't be satisfied or complacent with that which
you have but strive continuously to improve yourself in all areas
(i.e., education, habits, spiritual, mental and physical
well-being) .

(i) Maintain an immaculate and well groomed appear-
ance at all times and realize the importance and the psychologi-
cal effects a favorable impression has on others, your job, your
unit, etc.

(j) Realize the tremendous importance of the quality
of loyalty, and be loyal to yourself, your unit, your Corps, and
your Country, always rendering faithful and willing service
under any and all circumstances.

(k) Realize that "no one is an island" and that it is
extremely important to cooperate with and live and work in
harmony with others. That which one does or fails to do today
has a tremendous effect on others and on his/her own personal
long range goals.

(1) Follow the Golden Rule: "Do unto others as you
would have them do unto you . "

(m) Resist the temptation to "keep up with the Jones'
" and don ' t get into debt by exceeding your income. Live within
your means and program for the future. Be aware of the pitfalls
of buying on credit, and establish a savings program.

(n) Develop a sense of humor . Quite often this is
the saving grace between complete despair and triumph. "Smile
and the world smiles with you, cry and you cry alone."

14-7

himself
must .

(o) Develop self control. The man who cannot control
cannot expect to control others. Self -discipline is a

(p) Develop self-confidence . If you are not confi-
dent that you can do a task, no one else will be. Sell yourself.

(q) Analyze yourself to the point that you know

yourself, your traits, strong points and weak points, and work
continually to strengthen or eliminate the weak points. Know that
the physical, mental and spiritual aspects should complement each
other for best performance and success in life.

2 . Discuss the need for professionalism in the Marine Corps

a. WHY IS PROFESSIONALISM IMPORTANT IN THE CORPS?

(1) Answers should include:

(a) Marines are public servants and are responsible
for the defense of the nation. They performs a necessary service
which the civilian public needs, and when that service is
required the public expects and deserves nothing less than a
professionally trained and motivated force.

(b) A leader is responsible for the lives of his
Marines. In combat a leader may have to take risks which endan-
ger their lives in order to accomplish a mission. If a leader is
careless, and has not conditioned himself and trained his follow-
ers to act professionally, a unit may suffer needless casualties.

4 . Identify some responsibilities of being a member of the
profession of arms.

Read or display the following quote.

"What you have chosen to do for your country by
devoting your life to the service of your country
is the greatest contribution that any man could

make . "

John F . Kennedy

35th President of the United States
6 June 1961

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Note: This quote is indicative of the esteem which many-
civilians hold for members of the military. However, with that
esteem come certain expectations.

a. AS MILITARY PROFESSIONALS WHAT UNIQUE DEMANDS ARE PLACED
ON US BY OUR SOCIETY?

(1) Because of the type of work and its responsibilities,
there is a great need for the development and maintenance of high
standards of conduct among the members of our profession. A
Marine just as other members of the Armed Services must follow a
unique value system which sets him a part from the rest of
society. This value system is based upon obedience, courage,
discipline, selflessness, and honor; the principle ingredients
of the military ethic.

5 . Discuss the development of a professional attitude.

a. WHAT LEADERSHIP QUALITIES SHOULD MARINE LEADERS DEVELOP
IN ORDER TO ENHANCE THEIR PROFESSIONALISM?

(1) Have the group list the qualities on a flip chart,
chalkboard, or other aid so all can see the list. The list should
include :

(a) Technical Competence. You must know your job and
do it well in order to lead others.

(b) Values . To develop professional values and
attitudes, you simply resolve to let nothing be more important to
you than the welfare of your Marines, the accomplishment of your
mission, and your personal integrity. (Values are covered in
more detail in "Instilling and Developing Values.")

(c) Ethical conduct Your values include what you
want, but your ethics are more involved with the way you get what
you want. In getting what you want a leader must be concerned
with proper conduct and the distinction between right and wrong.
Nothing must sway him/her from choosing a course of action which
is right, i.e., conforming to ethical and moral standards.
(Ethics are covered in "Ethical Leadership.")

b. WHAT STEPS SHOULD A LEADER TAKE TO FOSTER PROFESSIONALISM
IN SUBORDINATES?

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(1) Again, use an aid to display the listing. The list
should include:

(a) Being a professional Marine. Setting the

example .

(b) Letting subordinates know what it means to be a
professional. Defining professionalism in specific terms.

(d) Wearing the uniform with pride and insisting on
the same from subordinates .

(e) Cultivating in each Marine's heart a deep,
abiding love of Corps and Country by historical, educational, and
patriotic address.

6 . Identify some professional problems facing our Corps.

Note; The discussion leader should point out that the Corps
faces two problems which are hurting the professional image the
Marine Corps has developed in over 220 years of service to this
country. These problems are: Careerism and a perception among
Marines that they work at an ordinary job with ordinary responsi-
bilities (occupationalism) .

a. WHAT ARE SOME INDICATORS OF THESE PROBLEMS?

( 1 ) Careerism

(a) Marines seeking advancement for its own sake and
seeing it exclusively as a goal rather than an opportunity to do
something of greater value for their nation and the Marine Corps.
These individuals accept promotion just for the additional recog-
nition and compensation while trying to avoid increased
responsibility .

(b) Marines more concerned with "ticket punching" and
less concerned with the contributions they make for the Marine
Corps. These individuals avoid certain billets because they are
not "career enhancing. " They attempt to get a highly responsible
billet for a minimal amount of time. During this time they are

14-10

looking for recognition, but do not want to make waves. They
want in and out, taking all but contributing little.

(c) Marines who accept credit for successes, but are
quick to blame others when things go wrong. When things are
going well these individuals are at the front of the line for
recognition. However, if something goes wrong, they are the
first to point fingers.

( 2 ) Occupation rather than profession .

(a) Money becomes more of a motivation than the
nature of the profession and its associated responsibilities.
This individual is more concerned with enhancing his take home
pay and if a higher paying opportunity presents itself outside
the Corps he will take it.

(b) A feeling among some officers and enlisted
personnel that what they do in their off duty hours is of no
concern to the Marine Corps. This is what we call the "0800-1600
syndrome" and is demonstrated by an individual's insistence on
"my time" versus the Corps' time. He is less concerned with
getting the job accomplished and more interested in quitting
time. This individual lacks a sense of responsibility and deep
commitment to the Corps.

(c) A tendency in many specialist fields to play down
and in some cases ignore the responsibility to develop a wider
military expertise. Also, identifying more strongly with their
"specialty" than with their unit or with the Corps. This
individual takes a very narrow view of his/her duties within the
Corps. Outside his specialty, he/she does just the minimum
required to stay out of trouble and refuses to develop his
overall abilities.

b. REALIZING BOTH PROBLEMS ARE HARMFUL TO UNIT READINESS AND
THE INDIVIDUAL'S ABILITY TO PERFORM IN COMBAT, WHAT CAN A LEADER
DO TO ATTACK BOTH ISSUES?

(1) Leaders must render objective evaluations on subordi-
nates and counsel them accordingly.

(2) Leaders must set the example for subordinates and
live a life according to the military ethic. Keep in mind the
principal ingredients of the military ethic are obedience,

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courage, discipline, selflessness and honor. These are not only-
desired traits; they are essential characteristics of a profes-
sional fighting force.

(3) Leaders must continually emphasize the important and
essential function we perform as Marines keeping the nation
secure .

(4) Leaders must set and enforce standards which will not
tolerate the actions of careerists and those who view the Corps
as something less than a profession.

8 . Summary

a. Summarize the main points of the discussion.

b. Sir John Hackett in his book, The Profession of Arms,
points out that military professionals are expected to "get out
there and get killed if that's what it takes." Although somewhat
simply stated, this quote does point out the extent of the
dedication necessary to be called a military professional.

c. Professionalism must be the heart of every Marine leader.
The leader must not only conduct himself /herself in a profes-
sional manner, but must also develop a spirit of professionalism
in all Marines.

d. Remember, on becoming a Marine you have entered upon one
of the oldest and most honorable professions. However, with this
prestige comes the responsibility of conducting yourself in a
manner consistent with the thousands of proud, dedicated, coura-
geous Marines who have served our Corps well and made tremendous
sacrifices for our country.

14-12

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

FOUNDATIONS OF LEADERSHIP

1. Introduction . What do things such as leadership traits and
principles; authority, responsibility and accountability; morale,
"esprit de corps," discipline and motivation mean to us as
Marines, or more specifically, as leaders of Marines? It is
important that we understand not only the definitions, but also
how these various elements fit together so that they may be
effectively utilized by leaders of Marines at all levels. During
this section, we will review these concepts and their relation-
ships, and focus on how they may be employed.

2 . Overview. The purpose of this period of instruction is to
ensure each Marine understands the foundations of Marine Corps
leadership .

3 . References

FMFM 1-0, LEADING MARINES
FM 22-100, MILITARY LEADERSHIP
THE MARINE OFFICERS GUIDE
THE GUIDEBOOK FOR MARINE NCOS

4 . Discussion Leader Notes

a. This session seeks to provide the student with a compre-
hensive understanding of the foundations of Marine Corps leader-
ship. Developing this foundation is essential for further
development of effective leadership skills. This methodology is
considered appropriate for groups having a level of experience
that facilitates an exchange of ideas and stimulates discussion
to improve leadership within the unit. Training for Marines
lacking such experience may be more appropriate using another
methodology, such as lectures.

b. This discussion guide is just that, a guide. It is not
meant to be the definitive manual on leadership instruction.
Instead, it provides the basic points for discussion. Only you,
the leader, know what your unit needs most; therefore, you must
evaluate what needs to be emphasized, modified or expanded.

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c. Appendices A, B and C are for use by the discussion
leader only. Appendices A and B may be reproduced and distrib-
uted after the discussion. Appendix C should not be
disseminated .

d. Appendix D should be distributed to every Marine in the
unit .

5 . Discussion

a. Traits and principles. The traits and principles of
leadership are the basic fundamentals that Marines use to develop
their own leadership abilities and that of their subordinates.
Discuss these key factors in detail to ensure that all Marines
fully understand what they mean.

(Note: The discussion leader should display first the traits,
then principles slide, utilizing appendices A and B to conduct
the discussion as follows. For each trait, ask the group for a
definition of the trait, discuss the significance of the trait,
and identify examples of the trait demonstrated in action. For
each principle, follow the same general procedure: define,
discuss and elicit examples of how an effective leader might
apply each . )

(1) Leadership traits

(a)

Bearing

(b)

Courage (both physical and moral)

(c)

Decisiveness

(d)

Dependabi 1 i ty

(e)

Endurance

(f )

Enthusiasm

(g)

Initiative

(h)

Integrity

(i)

Judgment

(j)

Justice

(k)

Knowledge

(1)

Loyalty

(m)

Tact

(n)

Unselfishness

(2) Leadership principles

(a) Know yourself and seek self -improvement .

15-2

(b) Be technically and tactically proficient.

(d) Make sound and timely decisions.

(e) Set the example.

(f) Know your Marines and look out for their welfare.

(g) Keep your Marines informed.

(h) Seek responsibility and take responsibility for
your actions.

(i) Ensure tasks are understood, supervised and
accomplished .

(j) Train your Marines as a team,
(k) Employ your command in accordance with its
capabilities .

(3) The results of failure to apply these fundamentals are
obvious. For example, a leader's lack of knowledge or judgment,
or failure to look after his/her Marines' welfare or to make
sound and timely decisions could result in the unnecessary loss
of Marines' lives. Our profession is deadly serious when it
comes to the requirements for effective leadership by all
Marines .

(4) It is important to realize that knowledge of these
basic tenets of leadership is not enough; the leader of Marines
must instinctively apply them personally, as well as earnestly
develop them in his/her subordinates.

(Note: Appendix C contains leadership exercise problems. The
discussion leader should select a few problems that are appropri
ate for the group. Read or relate the situation and discuss a
proper solution. If a solution is proposed that is not consis-
tent with the traits and principles, discuss the impact of that
solution on the unit.)

b . Applications of authority, responsibility and
accountability .

(1) Authority is the legitimate power of a leader to
direct subordinates to take action within the scope of the
leader's position. By extension, this power, or a part thereof,
is delegated and used in the name of a commander. All leaders
regardless of rank are responsible to exercise their authority t
accomplish the mission. Equally important, however, is the idea
that when a Marine of any rank is given responsibility for a

15-3

mission, the Marine must also be given the degree of authority
necessary to carry it out.

(2) Responsibility is the obligation to act or to do;
that which one must answer for, either to seniors or juniors. It
may include, but is not limited to, assigned tasks, equipment,
personnel, money, morale and leadership. Responsibility is an
integral part of a leader's authority. At all levels of command,
the leader is responsible for what the leader's Marines do or
fail to do, as well as for the physical assets under his/her
control. Ultimately, all Marines are morally and legally respon-
sible for their individual actions. The Marine Corps Manual
states that individual responsibilities of leadership are not
dependent on authority, and all Marines are expected to exert
proper influence upon their comrades by setting examples of
obedience, courage, zeal, sobriety, neatness and attention to
duty .

(3) Accountability is the reckoning, wherein the leader
answers for his/her actions and accepts the consequences, good or
bad. Accountability is the very cornerstone of leadership. If
individuals in leadership positions—whether fire team leader or
battalion commander- -were not accountable, the structure on which
the Corps is founded would be weakened and eventually disinte-
grate. Accountability establishes reasons, motives and impor-
tance for actions in the eyes of seniors and subordinates alike.
Accountability is the final act in the establishment of one's
credibility. Plainly speaking, the accountable leader is saying,
"The buck stops here!" It is important to remember that account-
ability results in rewards for good performance, as well as
punishment for poor performance.

(4) How are authority, responsibility and accountability
developed in subordinates? Solicit and discuss ideas from the
group initially, then cover the following:

(a) Be patient with subordinates; tolerate honest
mistakes so that initiative may be developed and valuable lessons
learned .

(b) Provide clear, well thought out directions to
subordinates, that convey intentions and provide freedom of
action (mission- type orders) .

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(d) Let your subordinates know you are willing to help,
but are not willing to do their jobs for them.

(e) Hold Marines accountable for their actions at all

times .

(f) Develop loyalty by establishing and nurturing a
climate of trust and confidence.

(g) Reward/recognize good work and effort in such a way
as to motivate others.

(h) Always view success in terms of unit accomplish-
ment; encourage teamwork and identity with fire team, squad,
platoon, etc.

(i) Maintain the integrity of your subordinate units
when assigning tasks/missions or establishing goals.

(j) Anticipate the needs of your Marines and ensure
they have confidence in your ability to take care of them.

(5) Situational examples

(a) What is the relationship of authority and respon-
sibility to a SNCO with regard to maintaining discipline?

As one of the subordinate leaders within a unit, the SNCO
shares responsibility with all other leaders for maintaining
proper standards of discipline. In fact, all NCOs, SNCOs and
officers share in this responsibility to maintain the proper
standards of discipline within not only their individual units,
but our Corps as a whole.

(b) What is the result when this responsibility is

ignored?

Sloppy standards of discipline will quickly result in
equally sloppy performance of duty, which may then result in
dangerous situations, needless injury, even loss of life. The
confidence of all Marines is based upon trust in quality perform-
ance by their fellow Marines; this is assured by our standards of
self- discipline. One very basic responsibility of all NCOs,
SNCOs and officers is to ensure that these standards of

15-5

discipline are always maintained. All leaders have authority to
maintain proper standards of discipline among their subordinate
Marines by virtue of their rank and position within a unit. If a
unit exhibits sloppy discipline, its NCOs , SNCOs and officers
should be held accountable until proper standards have been
attained .

(c) What should an NCO do if he/she encounters a PFC
in need of a haircut and shave at the PX? Does he/she have a
responsibility to do anything?

If the Marine encountered is in the section or squad of the
NCO, then the NCO has the responsibility and authority to
directly correct the discrepancy through positive leadership
actions or in extreme instances, by recommending appropriate
disciplinary action.

(d) What if the Marine needing a haircut and shave is
from another unit or is senior to the NCO?

[1] An NCO is expected to act decisively to
maintain the standards of discipline. In this instance, there
may be an opportunity for utilization of tact and judgment
appropriate to the situation, enabling the NCO to bring the
matter to the attention of the individual without references to
higher authority. If all NCOs, SNCOs and officers recognize
their responsibility to maintain our high standards of
discipline, such instances would be exceedingly rare, as they
should be now.

[2] We all have a responsibility to enforce
standards. Every level within our rank structure shares in this
responsibility to effect direct control over those things within
their area of influence. Key to this is the influence received
from junior leaders who are fulfilling their areas of responsi-
bility. It is a characteristic of our Corps to look to our
leaders for leadership by example. You are held accountable for
this responsibility after the fact. Accountability is the
reckoning through which the NCO answers for his actions and
accepts the consequences, good or bad. If you tolerate sloppy
discipline within your unit, your unit's performance will be
equally sloppy. Performance is what counts!

(e) What responsibility do individual Marines have?

15-6

The individual Marine must obey orders, become proficient at
his/her job, and set a good example for his/her fellow Marines.
Note that all the traits and principles apply equally to the
individual Marine. Any Marine may suddenly find himself /herself
the senior Marine present and thereby be responsible for others,
with authority and accountability .

(f) Who holds the individual Marine accountable?
The Marine's immediate senior holds him accountable.

(g) What is the responsibility of the individual
Marine to his/her fellow Marines? Is setting a proper example as
far as it goes?

We are a "Brotherhood of Marines." It is expected that we
will look out for one another. If one Marine sees another Marine
get into some difficult circumstances, he/she should instinc-
tively act to help. As Marines, we encourage one another to do
our best; we share ammunition, food and water whenever these
become scarce; we fight for one another and, if necessary die for
one another in combat .

(h) What are some examples of this sort of individual
responsibility in action during peacetime?

(NOTE: The group responses may be varied. If necessary to start
them off with a few examples, utilize the following. However, it
is important to stimulate the group to recognize how they may
exhibit proper standards of responsibility for one another.)

[1] EXAMPLE #1: You are on liberty downtown and
see a Marine from your unit who appears intoxicated, obviously
beyond being able to care for himself. What should you do?

You see him/her, it is your responsibility to keep him/her
from harm's way and get him/her safely back to your unit. Also,
it is your responsibility to see to it that such behavior does
not happen again by bringing the situation to the attention of
the leader who has both authority and accountability for the
Marine. Such behavior not only embarrasses the Corps, but may
indicate a more serious problem for the individual.

[2] EXAMPLE #2: The Marine in the situation
above is from another unit. What should you do?

15-7

If you see a fellow Marine in trouble, he is your responsibil-
ity, regardless of his unit.

[3] EXAMPLE #3: You are preparing for an inspec-
tion that will result in liberty for those whose gear is in the
best shape. Your squad looks good and is well prepared, while
the other squads in the platoon have some obvious flaws in their
displays. What should you do?

You act instinctively to help bring their display in line with
yours and point out how they may improve before the inspection
occurs. Is it the easy thing to do? No, but it is the right
thing to do .

(i) Is it disloyal to disagree with leaders, or do we
have a responsibility to do so?

It is not disloyal to disagree or express one's opinion at
the proper time and place, provided that we remember our duty to
follow orders without question. The leader requires all the
input he/she can get to help make a well-informed decision. The
"we," not the "they," are the Marine Corps. We must get involved
to improve things .

(j) How does accountability affect the individual

Marine?

[1] The leader assumes responsibility and is
held accountable. He/she looks to juniors to likewise be respon-
sible and holds them accountable. For example, the individual
Marine is responsible for cleaning his/her weapon, and the fire
team leader is responsible for ensuring that the fire team's
weapons are cleaned. The individual Marine is accountable to the
fire team leader for properly cleaning his/her own weapon. The
fire team leader is accountable to the squad leader for the
cleanliness of the fire team's weapons.

[2] In a previous example, we described an
incident involving an intoxicated Marine on liberty. That Marine
is accountable for his/her behavior on liberty to his unit
leader. This reckoning may result in loss of liberty privileges,
extra duty or disciplinary action.

15-8

c . Discuss how to instill, apply and develop the founda-
tional principles in order to create a climate of high morale,
"esprit de corps," discipline, proficiency and motivation.

(1) Morale

(a) Morale is the individual's state of mind. It
depends upon his/her attitude toward everything that affects
him/her. High morale gives the Marine a feeling of confidence and
well-being that enables him/her to face hardship with courage,
endurance and determination. The leader can measure morale
within his/her unit through close observation of their Marines in
their daily activities, frequent inspections and routine
conversations or counseling.

(b) Some indicators (indicators can be either positive
or negative) of morale follow:

Personal appearance and hygiene.
Personal conduct.
Standards of military courtesy.
Use of recreational facilities.
Interpersonal relations .
Condition of mess and quarters.
Care of equipment.

Response to orders and directives.

Motivation during training.

Arrests, military or civilian.

Requests for transfers.

Sick call rate.

Re-enlistment rates.

Unauthorized absences.

Use and abuse of drugs and alcohol .

(1) Know your Marines, their motivations and
aspirations, and look out for their welfare. Be enthusiastic and
"gung-ho." Teach the profession of arms and demand perfection.
Get your Marines into top physical condition. Keep your Marines
informed. Develop a competitive spirit in all activities. Teach
a belief in the mission. Foster the feeling that each Marine is

15-9

essential to the unit. Instill in your Marines confidence in
themselves, their leaders, their training and their equipment.
Develop a sense of responsibility among your Marines. Carefully
consider job assignments in order to best match your Marines'
abilities and desires with the available assignments, when possi-
ble. Ensure that tasks are understood, supervised and accom-
plished. Demonstrate your concern for your troops' physical,
mental, moral and spiritual welfare, to include their dependents.
Make sure that awards and rewards are passed out as quickly as
punishment. Recognize the individuality of your Marines and
treat them accordingly. Identify and remove any causes for
misunderstanding or dissatisfaction. Ensure your Marines know
the procedures for registering complaints; ensure that action is
taken promptly. Build a feeling of confidence which will foster
the free approach by subordinates for advice and assistance not
only in military matters, but for personal problems as well.

(2 ) Esprit de Corps.

(a) Esprit de corps, one of the factors which
constitutes morale, is the loyalty to, pride in and enthusiasm
for the unit shown by its members. Whereas morale refers to the
individual Marine's attitude, esprit de corps is the unit spirit.
It is the common spirit reflected by all members of a unit,
providing group solidarity. It implies devotion and loyalty to
the unit and all for which it stands, and a deep regard for the
unit's history, traditions and honor. Esprit de corps is the
unit's personality; it expresses the unit's will to fight and win
in spite of seemingly insurmountable odds. Esprit de corps
depends on the satisfaction the members get from belonging to a
unit, their attitudes toward other members of the unit and
confidence in their leaders. True esprit de corps is based on
the great military virtues; unselfishness, self -discipline , duty,
honor, patriotism and courage. Idleness, the curse of military
life, kills esprit.

(b) Some indicators of esprit de corps follow:

[1] Expressions from the Marines that show enthusi-
asm for and pride in their unit.

[2] A good reputation among other units.

[3] A strong competitive spirit.

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activities .

[4] Willing participation by the members in unit

[5] Pride in the history and traditions of the

unit .

[6] All of the items previously listed as
indicators of morale.

(c) How can a leader foster esprit de corps?
Cultivation of esprit is more difficult in peacetime than in war
since there is no "great mission, " it may be difficult to
convince Marines to train diligently to prepare themselves for
what may seem to be a remote possibility. Some actions which
help to establish and maintain esprit de corps follow:

[1] The leader must embody the fighting spirit
he/she wants to develop.

[2] Indoctrinate new Marines by ensuring they
are properly welcomed into the unit. Include an explanation of
the unit's history, traditions and its present mission and
activity .

[3] Train your Marines as a team.

[4] Develop the feeling that the unit as a whole

must succeed.

[5] Instruct them in history and traditions

[6] Leaders must use ingenuity and initiative to
train their own minds, so that they can provide to their Marines
useful and meaningful instruction.

[7] Attain and maintain within the unit a high
level of physical conditioning and proficiency in the military
skills .

[8] Recognize and publish the achievements of
the unit and its members. Reinforce all positive performance.

[9] Make use of appropriate and proper ceremo-
nies, slogans, and symbols.

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[10] Use competition wisely to foster a team
concept; try to win in every competition. Always find some way
to convince others your unit is the best.

[11] Employ your command in accordance with its
capabilities in order to maximize its chances of success.

[12] Make proper use of decorations and awards.

[13] Make your Marines feel they are invincible,
that the success of the Corps and country depends on them and the
victory of their unit.

(3) Discipline

(a) Discipline is the individual or group attitude
that ensures prompt obedience to orders and initiation of appro-
priate action in the absence of orders. It is an attitude that
keeps Marines doing what they are supposed to do, as they are
supposed to do it, through strong inner conviction. Good disci-
pline is constant and functions whether or not outside pressure
or supervision is present. It is the result of good training and
intelligent leadership. Napoleon and Puller stated that the most
important element of military training was discipline. Without
discipline, a unit cannot function effectively.

(b) Some indicators of discipline follow:
[1] Attention to detail.

[2] Good relations among unit members.

[3] Devotion to duty.

[4] Proper senior/subordinate relationships.

[5] Proper conduct on and off duty.

[6] Adherence to standards of cleanliness, dress
and military courtesy.

[7] Promptness in responding to orders.

15-12

[8] Adherence to the chain of command.

[9] Ability and willingness to perform effec-
tively with little or no supervision.

(c) How can a leader improve discipline? Some
actions a leader can take to improve discipline within his/her
unit follow:

[I] Be self -disciplined and consistent.

[2] Strive for forceful and competent leadership
throughout the entire organization.

[3] Ensure principles of leadership are
practiced by all officers and noncommissioned officers.

[4] Set the example.

[5] Institute a fair and impartial system of
reward and punishment. Praise and reward those deserving it
promptly and properly; likewise, punish quickly and appropriately
when required.

[6] Resort to punitive measures only when neces-
sary to protect the rights of individuals, the government and the
standards of the Marine Corps.

[7] Develop mutual trust and confidence through
tough, stressful training. Challenge subordinates in accordance
with their capabilities.

[8] Encourage and foster the development of

self -discipline .

[9] Be alert to conditions conducive to breaches
of discipline; eliminate them where possible.

[10] Eliminate or reduce meaningless tasks and

assignments .

[II] Rotate personnel assigned to menial tasks.
[12] Provide guidance and assistance, but avoid

micro-managing .

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[13] Set high performance standards.

[14] Encourage innovation and support your

subordinates .

(4) Proficiency

(a) Proficiency is defined as the technical, tacti-
cal and physical ability of the individuals and the unit to
accomplish the mission.

(b) Some indicators of proficiency follow:

[1] Personal appearance and physical condition-
ing of the Marines.

[2] Appearance and condition of equipment,
quarters and working spaces .

[3] Unit reaction time in various situations
under different conditions.

[4] Professional attitudes demonstrated by the
unit and its members.

[5] Troop leading ability of subordinate

leaders .

[6] Degree of skill when carrying out assigned

tasks .

[7] Promptness and accuracy in disseminating
orders, instructions and information throughout the unit.

[1] Be technically and tactically proficient.

[2] Thoroughly train individuals in their

duties .

[3] Emphasize teamwork and the chain of command.

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[4] Provide cross- training .

[5] Ensure that training is realistic.

[6] Provide unit members with frequent opportu-
nities to perform the duties of the next higher rank or billet.

[7] Set high standards of performance and insist

that they be met .

(5) Motivation

(a) Motivation answers the "why" of why Marines
fight. It also answers the "why" of everything Marines do to
prepare for combat. Motivation is based on psychological factors
such as needs, desires, impulses, inner drives, impelling forces
or commitments that influence the reactions and attitudes of
individuals and moves them to action. Simply put for a Marine,
motivation is commitment which is generally based on pride and
unit integrity.

(b) For example, each of us was motivated to join the
Marine Corps and graduate from "boot camp." Our motivation in
each case was probably very different and was generated from a
different source. The decision to join the Marine Corps was more
than likely based upon the desire to serve the United States or
the need to prove ourselves. This need or desire was probably
fulfilled because of the desire to prove that we were Marine
Corps material as well as the need to avoid the wrath of our
Drill Instructor. These desires and needs were probably gener-
ated by both our Drill Instructor and within ourselves. In both
cases, we had needs or desires that caused us to do certain
things .

(c) The leader must understand and ensure that
his/her Marines understand that everything we do as Marines is
designed to constantly sharpen our ability to succeed in battle.
Every Marine must be committed to this goal. Motivation is the
willingness of the individual to function as a part of the Marine
team .

(d) How can a leader develop motivation? Some
actions which a leader can take to develop motivation within
his/her unit follow:

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[1] Be motivated and enthusiastic.

[2] Maintain positive relationships with his/her

Marines .

[3] Provide the basic needs all Marines share:

[a] Food, shelter and water.

[b] Social needs (i.e. comradeship).

[c] Protection from danger, threat and

deprivation .

[d] Self-respect.

[4] Ensure that each individual Marine fulfills
his/her comrades' expectations, such as:

[a] Proficiency in his/her job.

[b] Self -discipline .

[c] Commitment and pride as a team member.
[5] Provide tough, realistic unit training when

possible .

[6] Enhance a Marine's motivation to perform
well; ensure he/she knows that he/she:

[a] Can succeed if they tries hard enough.

[b] Will be recognized for good work.

[c] Will be punished for a lack of effort.

[d] Plays a critical role in determining
the success or failure of the unit.

(e) What are some guidelines the leader can follow to
obtain good performance from his/her Marines?

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[a] Establish challenging, attainable goals
within the capabilities of his/her Marines.

[b] Create the assurance that good performance
will be rewarded.

goals

[c] Strive to align personal goals with unit

[d] Recognize good work.

[e] Take prompt action against poor performance,
d. Summary . Review the main points made by the group.

(1) This discussion has dealt with the fundamentals of
Marine Corps leadership. All Marines share responsibility for
leadership and must seek to develop these fundamentals throughout
their service to our Corps .

(2) The application of the leadership traits and princi-
ples by Marines who understand the concepts of authority, respon-
sibility and accountability has been instrumental in making the
Corps the effective fighting force it is today.

(3) The Marine Corps' performance and effectiveness in
battle has been characterized by high-caliber morale, motivation,
esprit de corps, discipline and proficiency. This is the founda-
tion of Marine Corps leadership and the heritage to be maintained
by all leaders of Marines today.

6 . Appendices

Appendix A
Appendix B
Appendix C
Appendix D
Appendix E
Appendix F

Leadership Traits

Leadership Principles

Leadership Problem Solving Exercise

Guideposts To Leadership

Discipline, Morale and Esprit de Corps

Customs, Courtesies, and Traditions

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APPENDIX A

FOUNDATIONS OF LEADERSHIP
LEADERSHIP TRAITS

1 . BEARING

a. Definition . Creating a favorable impression in carriage,
appearance, and personal conduct at all times.

b. Significance . The ability to look, act, and speak like a
leader whether or not these manifestations indicate one's true
feelings. Some signs of these traits are clear and plain speech,
an erect gait, and impeccable personal appearance.

c. Example . Wearing clean, pressed uniforms, and shining
boots and brass. Avoiding profane and vulgar language. Keeping
a trim, fit appearance. Keeping your head, keeping your word and
keeping your temper .

2 . COURAGE

a. Definition . Courage is a mental quality that recognizes
fear of danger or criticism, but enables a Marine to proceed in
the face of it with calmness and firmness.

b. Significance . Knowing and standing for what is right,
even in the face of popular disfavor, is often the leader's lot.
The business of fighting and winning wars is a dangerous one; the
importance of courage on the battlefield is obvious.

c. Example . Accepting criticism for making subordinates
field day for an extra hour to get the job done correctly.

3 . DECISIVENESS

a. Definition . Ability to make decisions promptly and to
announce them in a clear, forceful manner.

b. Significance . The quality of character which guides a
person to accumulate all available facts in a circumstance, weigh
the facts, choose and announce an alternative which seems best.
It is often better that a decision be made promptly than a poten-
tially better one be made at the expense of more time.

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c. Example . A leader who sees a potentially dangerous situa-
tion developing, immediately takes action to prevent injury from
occurring. For example, if he/she sees a unit making a forced
march along a winding road without road guards posted, he/she
should immediately inform the unit leader of the oversight, and
if senior to that unit leader, direct that proper precautions be
taken .

4 . DEPENDABILITY

a. Definition . The certainty of proper performance of duty.

b. Significance . The quality which permits a senior to
assign a task to a junior with the understanding that it will be
accomplished with minimum supervision. This understanding
includes the assumption that the initiative will be taken on
small matters not covered by instructions.

c. Example . The squad leader ensures that his/her squad
falls out in the proper uniform without having been told to by
the platoon sergeant. The staff officer, who hates detailed,
tedious paperwork, yet makes sure the report meets his/her and
his/her supervisor's standards before having it leave his desk.

5 . ENDURANCE

a. Definition . The mental and physical stamina measured by
the ability to withstand pain, fatigue, stress, and hardship.

b. Significance . The quality of withstanding pain during a
conditioning hike in order to improve stamina is crucial in the
development of leadership. Leaders are responsible for leading
their units in physical endeavors and for motivating them as
well .

c. Example . A Marine keeping up on a 10-mile forced march
even though he/she has blisters on both feet and had only an hour
of sleep the previous night. An XO who works all night to ensure
that promotion/pay problems are corrected as quickly as humanly
possible because he/she realizes that only through this effort
can one of his/her Marines receive badly needed back-pay the
following morning.

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6 . ENTHUSIASM

a. Definition . The display of sincere interest and exuber-
ance in the performance of duty.

b. Significance . Displaying interest in a task, and an
optimism that it can be successfully completed, greatly enhances
the likelihood that the task will be successfully completed.

c. Example . A Marine who leads a chant or offers to help
carry a load that is giving someone great difficulty while on a
hike despite being physically tired himself, encourages his
fellow Marines to persevere.

7 . INITIATIVE

a. Definition . Taking action in the absence of orders.

b. Significance . Since an
supervision, emphasis is placed
tive is a founding principle of
philosophy.

NCO often works without close

on being a self-starter. Initia-

Marine Corps Warfighting

c. Example . In the unexplained absence of the platoon
sergeant, an NCO takes charge of the platoon and carries out the
training schedule.

8 . INTEGRITY

a. Definition . Uprightness of character and soundness of
moral principles. The quality of truthfulness and honesty.

b. Significance . A Marine's word is his/her bond. Nothing
less than complete honesty in all of your dealings with subordi-
nates, peers, and superiors is acceptable.

c. Example . A Marine who uses the correct technique on the
obstacle course, even when he/she cannot be seen by the evalua-
tor. During an inspection, if something goes wrong or is not
corrected as had been previously directed, he/she can be counted
upon to always respond truthfully and honestly.

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9 . JUDGMENT

a. Definition . The ability to weigh facts and possible
courses of action in order to make sound decisions.

b. Significance . Sound judgment allows a leader to make
appropriate decisions in the guidance and training of his/her
Marines and the employment of his/her unit. A Marine who
exercises good judgment weighs pros and cons accordingly to
arrive at an appropriate decision/ take proper action.

c. Example . A Marine properly apportions his/her liberty
time in order to relax as well as to study.

10 . JUSTICE

a. Definition . Giving reward and punishment according to
the merits of the case in question. The ability to administer a
system of rewards and punishments impartially and consistently.

b. Significance . The quality of displaying fairness and
impartiality is critical in order to gain the trust and respect
of subordinates and maintain discipline and unit cohesion,
particularly in the exercise of responsibility as a leader.

c. Example . Fair apportionment of tasks by a squad leader
during all field days. Having overlooked a critical piece of
evidence which resulted in the unjust reduction of a NCO in a
highly publicized incident, the CO sets the punishment aside and
restores him to his previous grade even though he knows it will
displease his seniors or may reflect negatively on his fitness
report. (Also an example of courage.)

11 . KNOWLEDGE

a. Definition . Understanding of a science or an art. The
range of one's information, including professional knowledge and
an understanding of your Marines .

b. Significance . The gaining and retention of current
developments in military and naval science and world affairs is
important for your growth and development.

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c. Example . The Marine who not only knows how to maintain
and operate his assigned weapon, but also knows how to use the
other weapons and equipment in the unit.

12 . LOYALTY

a. Definition . The quality of faithfulness to country, the
Corps, and unit, and to one's seniors, subordinates, and peers.

b. Significance . The motto of our Corps is Semper Fidelis,
Always Faithful. You owe unswerving loyalty up and down the
chain of command: to seniors, subordinates, and peers.

c. Example . A Marine displaying enthusiasm in carrying out
an order of a senior, though he may privately disagree with it.
The order may be to conduct a particularly dangerous patrol. The
job has to be done, and even if the patrol leader disagrees, he
must impart confidence and enthusiasm for the mission to his men.

13 . TACT

a. Definition . The ability to deal with others without
creating hostility.

b. Sicrnif icance . The quality of consistently treating
peers, seniors, and subordinates with respect and courtesy is a
sign of maturity. Tact allows commands, guidance, and opinions
to be expressed in a constructive and beneficial manner. This
deference must be extended under all conditions regardless of
true feelings.

c. Example . A Marine discreetly points out a mistake in
drill to a NCO by waiting until after the unit has been dismissed
and privately asking which of the two methods are correct.
He/she anticipates that the NCO will realize the correct method
when shown, and later provide correct instruction to the unit.

14 . UNSELFISHNESS

a. Definition . Avoidance of providing for one's own comfort
and personal advancement at the expense of others .

b. Significance . The quality of looking out for the needs
of your subordinates before your own is the essence of

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leadership. This quality is not to be confused with putting
these matters ahead of the accomplishment of the mission.

c. Example . An NCO ensures all members of his unit have
eaten before he does, or if water is scarce, he will share what
he has and ensure that others do the same. Another example
occurs frequently when a Marine receives a package of food from
home: the delicacies are shared with everyone in the squad. Ye
another form of unselfishness involves the time of the leader.
If a Marine needs extra instruction or guidance, the leader is
expected to make his/her free time available whenever a need
arises .

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APPENDIX B

FOUNDATIONS OF LEADERSHIP
LEADERSHIP PRINCIPLES

1 . Know yourself and seek self -improvement .

a. This principle of leadership should be developed by the
use of leadership traits. Evaluate yourself by using the leader-
ship traits and determine your strengths and weaknesses. Work to
improve your weaknesses and utilize your strengths. With a
knowledge of yourself, and your experience and knowledge of group
behavior, you can determine the best way to deal with any given
situation. With some Marines, and in certain situations, the
firm, hard stand may be most effective; however, in other situa-
tions, the "big brother" approach may work better. You can
improve yourself in many ways. Self -improvement can be achieved
by reading and observing. Ask your friends and seniors for an
honest evaluation of your leadership ability. This will help you
to identify your weaknesses and strengths.

b. To develop the techniques of this principle you should:

(1) Make an honest evaluation of yourself to determine
your strong and weak personal qualities. Strive to overcome the
weak ones and further strengthen those in which you are strong.

(2) Seek the honest opinions of your friends or superiors
to show you how to improve your leadership ability.

(3) Learn by studying the causes for the success or the
failure of other leaders.

(4) Develop a genuine interest in people; acquire an
understanding of human nature.

(5) Master the art of effective writing and speech.

(6) Have a definite goal and a definite plan to attain
your goal .

2 . Be technically and tactically proficient.

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a. Before you can lead, you must be able to do the job. The
first principle is to know your job. As a Marine, you must
demonstrate your ability to accomplish the mission, and to do
this you must be capable of answering questions and demonstrating
competence in your MOS . Respect is the reward of the Marine who
shows competence. Tactical and technical competence can be
learned from books and from on the job training.

b. To develop this leadership principle of being technically
and tactically proficient, you should:

(1) Seek a well rounded military education by attending
service schools; doing daily independent reading and research;
taking correspondence courses from MCI, colleges, or correspon-
dence schools; and seeking off-duty education.

(2) Seek out and associate with capable leaders. Observe
and study their actions .

(3) Broaden your knowledge through association with
members of other branches of the U. S. armed services.

(4) Seek opportunities to apply knowledge through the
exercise of command. Good leadership is acquired only through
practice .

(5) Prepare yourself for the job of leader at the next
higher rank.

3 . Know your Marines and look out for their welfare.

a. This is one of the most important of the principles. You
should know your Marines and how they react to different situa-
tions. This knowledge can save lives. A Marine who is nervous
and lacks self confidence should never be put in a situation
where an important, instant decision must be made. Knowledge of
your Marines' personalities will enable you, as the leader, to
decide how to best handle each Marine and determine when close
supervision is needed.

b. To put this principle into practice successfully you
should :

(1) Put your Marines' welfare before your own--correct
grievances and remove discontent.

15-25

(2) See the members of your unit and let them see you so
that every Marine may know you and feel that you know them. Be
approachable .

(3) Get to know and understand the Marines under your

command .

(4) Let them see that you are determined that they be
fully prepared for battle.

(5) Concern yourself with the living conditions of the
members of your unit.

(6) Help your Marines get needed support from available
personal services .

(7) Protect the health of your unit by active supervision
of hygiene and sanitation.

(8) Determine what your unit's mental attitude is; keep
in touch with their thoughts.

(9) Ensure fair and equal distribution of rewards.

(10) Encourage individual development.

(11) Provide sufficient recreational time and insist on
participation .

(12) Share the hardships of your Marines so you can
better understand their reactions.

4 . Keep your Marines informed.

a. Marines by nature are inquisitive. To promote efficiency
and morale, a leader should inform the Marines in his unit of all
happenings and give reasons why things are to be done. This, of
course, is done when time and security permit. Informing your
Marines of the situation makes them feel that they are a part of
the team and not just a cog in a wheel. Informed Marines perform
better and, if knowledgeable of the situation, can carry on
without your personal supervision. The key to giving out infor-
mation is to be sure that the Marines have enough

15-26

information to do their job intelligently and to inspire their
initiative, enthusiasm, loyalty, and convictions.

b. Techniques in applying this principle are to:

(1) Whenever possible, explain why tasks must be done and
how you intend to do them.

(2) Assure yourself, by frequent inspections, that
immediate subordinates are passing on necessary information.

(3) Be alert to detect the spread of rumors. Stop rumors
by replacing them with the truth.

(4) Build morale and esprit de corps by publicizing
information concerning successes of your unit.

(5) Keep your unit informed about current legislation and
regulations affecting their pay, promotion, privileges, and other
benefits .

5 . Set the example.

a. As a Marine progresses through the ranks by promotion,
all too often he/she takes on the attitude of "do as I say, not
as I do." Nothing turns Marines off faster! As a Marine leader
your duty is to set the standards for your Marines by personal
example. Your appearance, attitude, physical fitness, and
personal example are all watched by the Marines in your unit. If
your personal standards are high, then you can rightfully demand
the same of your Marines. If your personal standards are not
high you are setting a double standard for your Marines, and you
will rapidly lose their respect and confidence. Remember your
Marines reflect your image! Leadership is taught by example.

b. Techniques for setting the example are to:

(1) Show your Marines that you are willing to do the same
things you ask them to do .

(2) Be physically fit, well groomed, and correctly

dressed .

(3) Maintain an optimistic outlook. Develop the will to
win by capitalizing on your unit's abilities. The more difficult

15-27

the situation is, the better your chance is to display an
attitude of calmness and confidence.

(4) Conduct yourself so that your personal habits are not
open to criticism.

(5) Exercise initiative and promote the spirit of initia-
tive in your Marines .

(6) Avoid showing favoritism to any subordinate.

(7) Share danger and hardship with your Marines to demon-
strate your willingness to assume your share of the difficulties.

(8) By your performance, develop the thought within your
Marines that you are the best Marine for the position you hold.

(9) Delegate authority and avoid over-supervision in
order to develop leadership among subordinates .

6 . Ensure the task is understood, supervised, and accomplished.

a. This principle is necessary in the exercise of command.
Before you can expect your Marines to perform, they must know
first what is expected of them. You must communicate your
instructions in a clear, concise manner. Talk at a level that
your Marines are sure to understand, but not at a level so low
that would insult their intelligence. Before your Marines start
a task, allow them a chance to ask questions or seek advice.
Supervision is essential. Without supervision you cannot know if
the assigned task is being properly accomplished. Over supervi-
sion is viewed by subordinates as harassment and effectively
stops their initiative. Allow subordinates to use their own
techniques, and then periodically check their progress.

b. The most important part of this principle is the accom-
plishment of the mission. All the leadership, supervision, and
guidance in the world are wasted if the end result is not the
successful accomplishment of the mission. In order to develop
this principle you should:

(1) Ensure that the need for an order exists before
issuing the order.

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(2) Use the established chain of command.

(3) Through study and practice, issue clear, concise, and
positive orders.

(4) Encourage subordinates to ask questions concerning
any point in your orders or directives they do not understand.

(5) Question your Marines to determine if there is any
doubt or misunderstanding in regard to the task to be
accomplished .

(6) Supervise the execution of your orders.

(7) Make sure your Marines have the resources needed to
accomplish the mission.

(8) Vary your supervisory routine and the points which
you emphasize during inspections.

(9) Exercise care and thought in supervision. Over
supervision hurts initiative and creates resentment; under super-
vision will not get the job done.

7 . Train your Marines as a team.

a. Every waking hour Marines should be trained and schooled,
challenged and tested, corrected and encouraged with perfection
and teamwork as a goal. When not at war, Marines are judged in
peacetime roles: perfection in drill, dress, bearing and
demeanor; shooting; self -improvement ; and most importantly,
performance. No excuse can be made for the failure of leaders to
train their Marines to the highest state of physical condition
and to instruct them to be the very best in the profession of
arms. Train with a purpose and emphasize the essential element
of teamwork.

b. The sharing of hardships, dangers, and hard work
strengthens a unit and reduces problems, it develops teamwork,
improves morale and esprit and molds a feeling of unbounded
loyalty and this is the basis for what makes men fight in combat;
it is the foundation for bravery, for advancing under fire.
Troops don't complain of tough training; they seek it and brag
about it.

15-29

c. Teamwork is the key to successful operations. Teamwork
is essential from the smallest unit to the entire Marine Corps.
As a Marine officer, you must insist on teamwork from your
Marines. Train, play, and operate as a team. Be sure that each
Marine knows his/her position and responsibilities within the
team framework.

d. When team spirit is in evidence, the most difficult tasks
become much easier to accomplish. Teamwork is a two-way street.
Individual Marines give their best, and in return the team
provides the Marine with security, recognition, and a sense of
accomplishment .

e. To develop the techniques of this principle you should:

(1) Train, study and train, prepare, and train
thoroughly, endlessly.

(2) Strive to maintain individual stability and unit
integrity; keep the same squad leader and fire team leaders as
long as possible if they're getting the job done. Needless
transfers disrupt teamwork.

(3) Emphasize use of the "buddy" system.

(4) Encourage unit participation in recreational and
military events.

(5) Never publicly blame an individual for the team's
failure nor praise one individual for the team's success.

(6) Provide the best available facilities for unit train-
ing and make maximum use of teamwork.

(7) Ensure that all training is meaningful, and that its
purpose is clear to all members of the command.

(8) Acquaint each Marine of your unit with the capabili-
ties and limitations of all other units, thereby developing
mutual trust and understanding.

(9) Ensure that each junior leader understands the
mechanics of tactical control for the unit.

15-30

(10) Base team training on realistic, current, and
probable conditions .

(11) Insist that every Marine understands the functions
of the other members of the team and how the team functions as a
part of the unit.

(12) Seek opportunities to train with other units.

(13) Whenever possible, train competitively.

8 . Make sound and timely decisions

a. The leader must be able to rapidly estimate a situation
and make a sound decision based on that estimation. Hesitation
or a reluctance to make a decision leads subordinates to lose
confidence in your abilities as a leader. Loss of confidence in
turn creates confusion and hesitation within the unit.

b. Once you make a decision and discover it is the wrong
one, don't hesitate to revise your decision. Marines respect the
leader who corrects mistakes immediately instead of trying to
bluff through a poor decision.

c. Techniques to develop this principle include:

(1) Develop a logical and orderly thought process by
practicing objective estimates of the situation.

(2) When time and situation permit, plan for every possi-
ble event that can reasonably be foreseen.

(3) Consider the advice and suggestions of your subordi-
nates whenever possible before making decisions.

(4) Announce decisions in time to allow subordinates to
make necessary plans.

(5) Encourage subordinates to estimate and make plans at
the same time you do .

(6) Make sure your Marines are familiar with your
policies and plans.

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(7) Consider the effects of your decisions on all members
of your unit.

9 . Develop a sense of responsibility among your subordinates.

a. Another way to show your Marines that you are interested
in their welfare is to give them the opportunity for professional
development. Assigning tasks and delegating the authority to
accomplish tasks promotes mutual confidence and respect between
the leader and subordinates. It also encourages the subordinates
to exercise initiative and to give wholehearted cooperation in
the accomplishment of unit tasks. When you properly delegate
authority, you demonstrate faith in your Marines and increase
their desire for greater responsibilities. If you fail to
delegate authority, you indicate a lack of leadership, and your
subordinates may take it to be a lack of trust in their
abilities .

b. To develop this principle you should:

(1) Operate through the chain of command.

(2) Provide clear, well thought directions. Tell your
subordinates what to do, not how to do it. Hold them responsible
for results, although overall responsibility remains yours.
Delegate enough authority to them to enable them to accomplish
the task.

(3) Give your Marines frequent opportunities to perform
duties usually performed by the next higher ranks.

(4) Be quick to recognize your subordinates' accomplish-
ments when they demonstrate initiative and resourcefulness.

(5) Correct errors in judgment and initiative in a way
which will encourage the Marine to try harder. Avoid public
criticism or condemnation.

(6) Give advice and assistance freely when it is
requested by your subordinates .

(7) Let your Marines know that you will accept honest
errors without punishment in return; teach from these mistakes by
critique and constructive guidance.

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(8) Resist the urge to micro-manage; don't give restric-
tive guidance which destroys initiative, drive, innovation,
enthusiasm; creates boredom; and increases workload of seniors.

(9) Assign your Marines to positions in accordance with
demonstrated or potential ability.

(10) Be prompt and fair in backing subordinates. Until
convinced otherwise, have faith in each subordinate.

(11) Accept responsibility willingly and insist that your
subordinates live by the same standard.

10 . Employ your command in accordance with its capabilities.

a. Successful completion of a task depends upon how well you
know your unit's capabilities. If the task assigned is one that
your unit has not been trained to do, failure is very likely to
result. Failures lower your unit's morale and self esteem. You
wouldn't send a cook section to "PM" a vehicle nor would you send
three Marines to do the job of ten. Seek out challenging tasks
for your unit, but be sure that your unit is prepared for and has
the ability to successfully complete the mission.

b. Techniques for development of this principle are to:

(1) Do not volunteer your unit for tasks it is not
capable of completing. Not only will the unit fail, but your
Marines will think you are seeking personal glory.

(2) Keep yourself informed as to the operational effec-
tiveness of your command.

(3) Be sure that tasks assigned to subordinates are
reasonable. Do not hesitate to demand their utmost in an
emergency .

(4) Analyze all assigned tasks. If the means at your
disposal are inadequate, inform your immediate supervisor and
request the necessary support.

(5) Assign tasks equally among your Marines.

15-33

(6) Use the full capabilities of your unit before
requesting assistance.

11 . Seek responsibility and take responsibility for your
actions .

a. For professional development, you must actively seek out
challenging assignments. You must use initiative and sound
judgment when trying to accomplish jobs that are not required by
your grade. Seeking responsibilities also means that you take
responsibility for your actions. You are responsible for all
your unit does or fails to do. Regardless of the actions of your
subordinates, the responsibility for decisions and their applica-
tion falls on you. You must issue all orders in your name.
Stick by your convictions and do what you think is right, but
accept justified and constructive criticism. Never remove or
demote a subordinate for a failure that is the result of your own
mistake .

b. Techniques in developing this principle are to:

(1) Learn the duties of your immediate senior, and be
prepared to accept the responsibilities of these duties.

(2) Seek different leadership positions that will give
you experience in accepting responsibility in different fields.

(3) Take every opportunity that offers increased
responsibility .

(4) Perform every act, large or small, to the best of
your ability. Your reward will be increased opportunity to
perform bigger and more important tasks.

(5) Stand up for what you think is right; have the
courage of your convictions.

(6) Carefully evaluate a subordinate's failure before
taking action. Make sure the apparent shortcomings are not due
to an error on your part. Consider the Marines that are avail-
able, salvage a Marine if possible, and replace a Marine when
necessary .

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(7) In the absence of orders, take the initiative to
perform the actions you believe your senior would direct you to
perform if he/she were present.

12. Summary . The leadership principles are proven guidelines,
which if followed, will substantially enhance your ability to be
an effective leader. Keep in mind that your ability to implement
these principles will influence your opportunity to accomplish
the mission, to earn the respect of your fellow Marines, juniors
and seniors, and to make you an effective leader. Make these
principles work for you.

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APPENDIX C

FOUNDATIONS OF LEADERSHIP
LEADERSHIP PROBLEM SOLVING EXERCISE
Practical Exercise #1

Special Situation. It is 2200 on a Saturday evening. You are
walking back to the base from town, when you observe Private
Jones (a member of your unit whom you regard as a good friend)
walking back to the base also. You approach him and discover
that he is smoking a marijuana cigarette. At this point, Private
Jones offers you a marijuana cigarette.

First Requirement . Discuss what you are going to do. As you
discuss the situation, consider some of the leadership qualities
which might help you make your decision.

Proposed Solution. Refuse the marijuana and explain to him that
your refusal is not out of fear or anything related to the
marijuana itself. It is more of a question concerning self-
discipline, dependability, and loyalty. Explain to him that it
is sometimes harder to obey orders and regulations than to follow
your friends or do as you want . Explain to him that knowing the
difference between right and wrong is important, and it is
equally important to have the self -discipline to do what is
right .

Situation Continued. You refuse the cigarette, and advise Jones
of the possible danger to his military career, if arrested for
smoking marijuana. Jones then states that during a conversation
that you and he had some weeks ago, you talked very freely about
how you had smoked marijuana before entering the Corps. You
reply that your values are different now, and it is important to
you to be a part of the Marine Corps team. Private Jones replies
that he does not believe in all that talk about being a Marine 24
hours a day, cultural values, and the Marine Corps team. He is
his own man, and he doesn't need to be a part of anyone's team.

Second Requirement. As you discuss this situation try to relate
it to any new values you have taken on since joining the Marines.
Relate it to your personal feelings as a Marine and as a civilian
before entering the Corps .

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Proposed Solution. While discussing the importance of one's
values and personal feelings, explain to him the importance of
setting realistic values. Real values being those which agree
to/with the laws of society. Explain that values determine what
we are for and against, or where we are going, and that an
individual whose life is governed by real /realistic values has
direction and meaning. Such people are more dependable, more
responsible, and have more self control.

Practical Exercise #2

Special Situation. You are a black Marine reporting into a rifle
company at Camp Pendleton. The only other Marine you know in the
company is white, so that night you and some of the white Marines
you know go to the EM Club for a few drinks. While at the EM
Club you are approached by several black Marines (whom you had
never met before) who demand that you stop associating with white
Marines. (Note: In this situation the discussion leader could
also reverse the colors, have a white Marine be approached by
other white Marines because of his association with a black
Marine . )

First Requirement . How are you going to reply to the black
Marine ' s demand?

Proposed Solution. Explain that it is your first night on base
and the white Marines are the only ones you know. Explain that
they are your friends and that a friend should not be determined
by color, but by what kind of man he is. Explain that as you get
to know more people, you will soon have friends that are going to
be black, as well as white. Try to avoid trouble but maintain
your independence in choosing friends.

Situation Continued. At this point, you are told by one of the
black Marines that you better get some black friends to show you
around and that they have ways of taking care of blacks who
associate with whites. You and your friends then depart the
club. Several days later you read in the base newspaper about a
black woman Marine who was beaten by other black Marines because
she was dating a white Marine. While reading the newspaper one
of the black Marines that had approached you in the EM Club,
walks up to you, looks over your shoulder at the article in the
newspaper and replies, "I told you, we have ways of taking care
of blacks who like to mess around with whites."

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Second Requirement . Discuss the course (s) of action you would
take toward:

a. The black Marine making the comment.

b. The woman Marine beaten (maybe she knows the Marines
that assaulted her but is afraid to go to the command alone; your
support may be all she requires to report them) .

c. Your white friend.

Proposed Solution. Course of action taken concerning:

a. The black Marine making the comment. Try and learn this
Marine's identity and report this to your commanding officer, or
the military police.

b. The woman Marine beaten. Talk with her, maybe she knows
who assaulted her but is afraid to report them because she is the
only black trying to stand up to them. Explain that you know the
black Marines who have threatened and assaulted other blacks and
that you will go to the commander with her.

c. Your white friends. Continue to associate with them, but
make them aware of the threats made by the black Marines .

Practical Exercise #3

Special Situation.

a. You are a Military Policeman on routine patrol in a
military police vehicle. As you drive toward the main gate, you
notice that the car in front of you is going approximately 2 0
miles over the speed limit.

b. You pull the car over, and discover that the driver is
your friend, PFC Hustle. When you inform him that he was speed-
ing, he admits it, but says he was hurrying home to be with his
wife who is in her last month of pregnancy. (You recall seeing
HUSTLE drinking with several of his platoon mates about two hours
earlier when you checked the EM Club.)

c. At this point, Hustle (whom you have known since boot
camp) pleads with you not to issue a ticket. He says that one
more traffic ticket will cost him his on-base driving privileges

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for six months. (He has had four previous tickets.) He says
that if he can't drive his car, he will have no way to get to
work from his quarters since his wife is confined to the house
now with her pregnancy.

d. You are alone on this patrol, so, if you don't give him a
ticket, only the two of you will know about it.

Requirement . Discuss what you are going to do. As you discuss
the situation, consider some of the leadership qualities which
might help you make your decision.

Proposed Solution. Explain to PFC Hustle that the law exists for
a reason and that his speeding endangered the lives of pedestri-
ans in the area. You sympathize with his wife, etc., but his
irresponsible behavior is unacceptable. Do your duty.

Practical Exercise #4

Special Situation. While at home on leave you and your high
school sweetheart decided to get married so she could accompany
you to Camp Lejeune. While at Camp Lejeune the two of you were
living comfortably on your PFC pay. Upon completion of the
training at Camp Lejeune you were assigned to MCRD, San Diego.
After several months in the San Diego area you realize that
everything is more expensive, and it will be much harder to make
ends meet. Your wife had never worked before and is finding it
very hard to get a job.

First Requirement. Realizing that your financial situation is
affecting your job performance, discuss the possible courses of
action .

Proposed Solution. First, check to see if you are receiving all
your pay and allowances. Explain your problem to the First
Sergeant; maybe he can get you lower cost housing, food stamps,
budgeting assistance, etc. Above all, try and keep your wife
with you.

Situation Continued. You and your wife decide that it would be
best for her to return home to your parents and for you to move
into the barracks. A few weeks after going home your wife calls
and tells you that she is pregnant, and that your father is out
of work, so she may have to move in with her parents. You do not
like this idea because her parents always talk bad about you and

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they did not want her to marry you. You put in a leave request
to go home, but you are told that you have no leave on the books,
and that if you did, you could not go at this time because of a
shortage of personnel .

Second Requirement. Realizing your responsibilities to both the
Corps and your wife, discuss the courses of action.

Proposed Solution. Through the chain of command, let your
commanding officer know the problem/ situation you and your wife
are in. Explain that you do need leave, and that it is very
important to you. Above all, do not go UA. This will only
compound the problem.

Practical Exercise #5

Special Situation. You are a corporal assigned to Special
Services MCAS, El Toro, and for the past three months you have
noticed items of camping equipment missing from the issuing
stock. You have commented about this to your NCOIC Gunnery
Sergeant Lighthands, and he always replied that it was taken off
the inventory because it was damaged or unserviceable. But you
handle these items daily and know that they were not damaged or
unserviceable .

First Requirement. Discuss what you are going to do.

Proposed Solution. Go through the inventory cards and find out
whether or not in fact these items were dropped from the
inventory .

Situation Continued. Last week GySgt Lighthands was on leave and
you received a new shipment of camping stoves. You and Captain
Goodfellow inventoried them, marked them, checked their working
order, and put them out for issuing. On Monday morning when
GySgt Lighthands returned to work, he noticed the stoves and
stated that he had been waiting a long time for them. At lunch
time you noticed GySgt Lighthands putting two of the camping
stoves in the trunk of his car. At that point you check the
inventory sheet and discover that the number of camping stoves
has been changed by two .

Second Requirement. In discussing the situation, consider ways
of approaching the GySgt to solve the problem, the

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Of f icer-in-Charge , and ways in which the outcome may affect your
career .

Proposed Solution. Inform GySgt Lighthands that you have noticed
a discrepancy on the inventory sheet and ask him to please check
them out through the proper sequence. Inform your officer-in-
charge of what was witnessed.

Practical Exercise #6

Special Situation. You are a young Marine working in the
disbursing office at MCAS, El Toro . You have been in the Marine
Corps nine months, you know and perform your job well, but you
are still a PFC . Three months ago a young woman Marine (PFC) was
assigned to your division, who has been in the Marine Corps only
six months. She and the NCOIC are very friendly, and there are
rumors that they are seeing each other when off duty. Last week
the NCOIC recommended her for meritorious promotion, and she was
selected. (Note: In this situation the discussion leader may
reverse the genders, have a male Marine promoted and a woman
Marine feel it was unfair.)

First Requirement. Discuss what you are going to do.

Proposed Solution. You should do nothing in regards to the woman
Marine. Reevaluate your performance, work harder, and gain
recognition on your own rather than by tearing down the woman
Marine .

Situation Continued. It appears now that the woman Marine is
always trying to tell you your job, and it is obvious that she is
not as proficient at the job as you are. Often she fails to
complete her work and it is reassigned to you. You have asked
for a new assignment /transfer to another division, but that has
been refused. You like your job and intend to be a career
Marine .

Second Requirement. How will you handle this situation.

Proposed Solution. If the woman Marine outranks you, do what she
says and try to help her all you can. Your efforts will not go
unnoticed by the supervisor and you will gain your reward.

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Practical Exercise #7

Special Situation

a. You are the platoon sergeant. During the past two weeks
the squads have been participating in a squad competition that
involves drill, essential subjects, and various other events.
Competition within the battalion is very intense with the winning
squad being granted special liberty and tickets to the Superbowl
Game. At the start of the competition, the platoon commander
relieved the squad leader of the third squad for poor perform-
ance, and he was reassigned to duty in the company headquarters.
Corporal Hardcharger, who reported to the company during that
week was assigned as the new squad leader.

b. What a change the past two weeks have brought! Your
third squad is by far the best in the entire platoon. In fact,
during the preliminary trials within the company, the company
commander commented on the sudden squared away appearance of the
members of the third squad in your platoon (they had not had a
particularly good reputation) . Although you are pleased with the
apparent turnaround, your instincts tell you that something is
not right. You notice that the members of the squad are silent
and withdrawn now, which is not in character with their previous
outspoken mischievous natures.

First Requirement. What should the leader do?

Proposed Solution. Talk to Cpl Hardcharger to find out what
techniques he is using. Increase observation of his unit includ-
ing unannounced visits day and night.

Situation Continued. You have just finished talking to a member
of the third squad. He hints that Corporal Hardcharger has
performed his miracle by "thumping" the slackers during the
night. You talk to Corporal Hardcharger and he states that he
has, on occasion had to perform some physical counseling, but
that is the only way "to get through to these lunkheads." He
points out that this is the only way to get results quickly, and
he intends to win the competition. He also informs you that not
one of the men have complained about his methods. (You have to
admit to yourself that this is true; in fact, the squad members
seem to have a grudging respect for him. )

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Second Requirement. How do you respond to Corporal Hardcharger ' s
comments? Consider the type of discipline that is being devel-
oped and the value of this sort of leadership.

Proposed Solution. Counsel your squad leader that his methods
are likely to get him into serious trouble if they haven't
already. Marine Corps leadership does not rely on maltreatment.
Discipline represents the ultimate product of good leadership in
developing unit cohesion, esprit de corps, motivation, and skill-
ful performance of duties. Discipline is the attitude that
ensures prompt obedience to orders. It is developed through
application of the principles and traits of leadership not brute
force. Inform him that you will discuss the situation with the
platoon commander, further counseling may occur, and he could be
liable to disciplinary action and serious punishment if involved
in maltreatment.

Third Requirement. You are the platoon commander in the previous
exercise involving Corporal Hardcharger. Your platoon sergeant
has just conveyed the situation to you. What do you do? (Note:
This is a scenario for discussion by officers. No solution is
recommended; the group should consider alternatives and the
impact each has on the platoon, the third squad, and the company,
as well as Corporal Hardcharger and the platoon sergeant.)

Practical Exercise #8

Special Situation. You are a squad leader. One of your fire
team leaders is known for his ability to get the job done though
he usually alienates his entire fire team in doing so. You
notice that he has his men in the head long after taps, preparing
for the next day's rifle and personnel inspection. Your
preliminary inspection earlier in the day has satisfied you that
his fire team was ready for inspection. What, if anything,
should you do?

Proposed Solution. Call in the fire team leader. Praise him for
his dedicated approach to mission accomplishment, but also remind
him that his second consideration is to maximize troop welfare.
Point out that you had indicated during your inspection that his
fire team was ready for inspection. Suggest to him that the
extra effort he was demanding of his Marines was unnecessary and
was probably a factor in his problem with earning their respect.
Know your Marines, and look out for their welfare.

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Practical Exercise #9

Special Situation. You are a sergeant who has been assigned the
role of patrol leader of a small combat patrol in a desert train-
ing exercise. You and your patrol were inserted by helicopter
into the area of operations at dusk with the mission of destroy-
ing an enemy forward observation post. You realize that the
helicopter inserted your patrol into the wrong "LZ" and move ten
miles to reach the objective. By now it is daylight and the only
way your patrol can attack the "OP" will be by climbing
undetected up a steep and dangerous ridge. You have no radio
contact with anyone and your water supply is extremely limited.
Your radioman refuses to climb because of the danger, and because
he feels that there will not be enough water to get back to
friendly positions.

Requirement . How should the sergeant handle the situation?

(1) Should he secure the exercise and go non-tactical for
safety reasons? (Consider the case wherein this is only a train-
ing exercise as well as the case where this is actual combat.)

(2) Should he "motivate" the radioman and attempt to destroy
the patrol objective?

(3) Should he hold a council of war and take a vote on what
to do?

(4) What are some other courses of action open to the
sergeant?

NOTE: There is no proposed solution.
Practical Exercise #10

Special Situation. You are a lieutenant due for transfer from
Okinawa after a 12 month unaccompanied tour and are experiencing
severe personal family problems. You need to get home as soon as
possible; your port call is tomorrow. Among your responsibili-
ties are numerous items of classified gear. In the turnover
inventory you discover that one KY3 8 is missing. An investiga-
tion will be immediately required. The officer who is accepting
the account is inattentive and thinks that everything is present
in the account. You know that if you state it's

15-44

missing an investigation will be required, delaying your depar-
ture. What would you do?

First Requirement. Consider all alternative courses of action
available to the officer, and discuss the effect of each.

Second Requirement. Consider the same situation, however alter
it such that you are the Commanding Officer of the Marine due for
a transfer, and you are well aware of the serious personal
problems necessitating his speedy return home. As commanding
officer, what would your reaction be if the lieutenant came in
and told you the KY3 8 was missing? What would you do if you
found out about the loss from someone else and the lieutenant was
at Kadena Air Base and his plane departs in two hours?

(Note: There is no solution recommended for this exercise. The
Marines should consider application of the various traits and
principles of leadership as well as the impact any decision made
under these situations has on the individual Marine, his family,
and the unit . )

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APPENDIX D

FOUNDATIONS OF LEADERSHIP

GUIDEPOSTS TO LEADERSHIP (By Gary C. Cooper)

Wars are older than civilization. Although the methods and
tools of dissent have changed throughout the ages, warfare is
still basically the same. It is a conflict between men. When
men meet on the field of battle there are winners and there are
losers. Among them are brave men and cowards; there are those
that follow and those that lead. How well men lead and how men
follow usually determines the outcome of the conflict. It is
important to us then, as professional fighting men, to understand
and review the characteristics of good military leadership in
order to be assured of the support and effectiveness of our
followers .

In this tumultuous world we may be called upon at any time to
defend a way of life that thousands of good Marines have already
laid down their lives to preserve.

The importance of effective military leadership will then be
of the utmost importance in determining the basic issues of
conflict: the issue of who wins and who loses.

There are four requirements to consider in achieving effec-
tive military leadership. Likened to the markers and sign posts
spotted along our highways, if the requirements are correctly and
intelligently followed, they will guide us along the road of
combat effectiveness to our ultimate destination victory in
battle. Now that we have our beginning and know where we want to
go, we will do well to investigate the landmarks along the route.
We find four major points to look for: discipline, morale,
esprit de corps, and efficiency.

As we progress from the status of followers to that of a
leader, it is well not only to approach and pass the discipline
check point with merely a side glance. The area surrounding it
affords considerable room for examination. Where does discipline
begin, and what areas does it cover? Do you recall your own
early days in the Marine Corps. Remember Boot Camp? The harass-
ment of the DI? The mental and physical fatigue? Then that day
that was so slow in coming, graduation. You became a Marine.
During these initial months you had been groomed and

15-46

polished, largely through discipline. One thought dominated your
mind, "It's not for me to reason why, it's just for me to do or
die." But once away from the eagle eye of the DI , exposure to a
little too much salt and hot air without frequent and vigorous
application of polish and preservation allows time to take its
toll. A tarnish dulled a fine product capable of much brilli-
ancy. The leader's job then, is to renew or to preserve the
glitter and not allow it to dull of itself through neglect. In
what way can the leader renew and preserve discipline?

First by reward, for work well done. Personal commendation,
citation, meritorious mast, promotion, or a verbal "pat on the
back" to the group are obvious examples. Discipline also stems
from the mutual respect and confidence shared between the leader
and his followers. To establish these, Marines must recognize
the leader's ability and his willingness and capability to shoul-
der the responsibility of his rank. He must recognize his
obligations to his men. He must create a desire among his men to
emulate him. A third and less pleasant contributing factor to
discipline is proper punishment. Punishment should not be
designed nor intended for harassment. It should create a respect
for authority and afford a means of unbiased military justice.
It should be properly placed and correctly administered.

The second major area on the way to effective leadership is
morale. One definition of morale is, "an emotional and mental
state of the individual." Or, more simply, morale is how men
feel and act. It is not USO shows, razor blades, candy and
tobacco. It goes deeper. What are some characteristics of
morale? Zeal, or the willingness of a Marine to do his job, over
and above that which is expected, is a primary factor and result
of morale. By doing his duty willingly to the best of his
ability, a Marine develops still another factor necessary to high
morale. He develops a feeling of personal worth. He believes
that he is the most important part of the most important team in
the whole Marine Corps. He develops confidence in his ability,
in his leaders, and in his equipment. Along with this confi-
dence, he has fostered satisfaction (not smugness) which is also
imperative for high morale.

The next sign along the road toward effective military
leadership has its base planted firmly on the broad shoulders of
Marine Corps history. It is probably the most important single
factor in the manifestation of leadership. It is marked esprit
de corps . Probably, esprit de corps is best defined as the

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mental and emotional state of an entire unit. It differs from
morale in that esprit de corps embraces the attitude of the
entire unit, as opposed to the morale of an individual.

This tremendous driving force has contributed to the success
for almost every Marine Corps campaign. Although ancient leaders
such as Genghis Khan, Attila the Hun, Alexander the Great, and
Napoleon Bonaparte may or may not have the blessing of modern
society or admirable personal attributes, they certainly
surpassed their opponents in achieving and maintaining an esprit
de corps . For example: the approach of Attila the Hun struck
terror into the hearts of the once great Roman Empire. Tales
were spread of his savage hordes numbering more than the stars,
burning and plundering, leaving a wake of death and devastation.
Yet history tells us that this leader had a force which often
came to less than 15 0 0 men. It was more likely their tremendous
spirit and unyielding aggressiveness that fostered belief in
their mythical numbers .

Consider too, the esprit de corps that bound together Presley
0 ' Bannon and his few Marines during their march across 600 miles
of scorching desert to stand triumphant at the shores of Tripoli.
In our own time, in the frozen wastes of Korea, a trapped Marine
division fought its way bravely to the sea through six Communist
divisions; largely on esprit. But it is not these individual
campaigns with which we are concerned. Rather, it is the spirit
which motivated these men to overcome seemingly insurmountable
obstacles. How is esprit de corps developed? It is the product
of the interaction of personnel. Simply, it amounts to the way
one Marine acts toward another. High morale of individuals in a
unit is essential, and a spirit of competition between units is
another contributing factor. One begets the other. It is well
to note that a unit's achievements, past and present, enhance
esprit de corps.

The guideposts of discipline, morale and esprit de corps have
brought us thus far. Are these three fundamentals enough for
successful leadership? The answer is no. There is still another
area to pass. Another sign points the way. We call it
efficiency. A loose definition of efficiency might be: the
realization of the greatest output in the shortest possible time
and with the least amount of effort. To Marines it might also
mean getting the job done promptly and correctly.

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Efficiency comes from proper training. Continual practice of
fire team and squad tactics, artillery firexes, phibexes and
fieldexes, to mention a few, are training to develop efficiency.
It is not enough that a Marine possess discipline and high
morale, and that units possess esprit de corps. Marines must
know their job and be able to do their job efficiently. This can
be accomplished only through intensive and proper training. It
incorporates and molds the essentials of discipline, morale and
esprit de corps . Training develops in the Marine a responsibil-
ity, confidence and technical knowledge of his particular job; an
understanding of the equipment he employs and has at his
disposal. Consequently, when all these traits are developed, he
begins to believe he is an important member of the greatest
fighting team in the world; and he is.

These then are the four basic effects of good military leader-
ship. To know what they are is not enough. We must continually
review them to ensure that we are not lacking in one or the
other. To be lacking in effective leadership is to be lacking in
combat readiness. The result is defeat and death.

However, if effective leadership is evident and functioning,
we are strong and ready. If we are well disciplined, of high
morale, possess an unquenchable unit spirit, and are efficient,
we are the best in the business.

Strive to create discipline in yourself and your men. Encour-
age high morale, foster esprit, and train for efficiency. You may
never win the Medal of Honor, you may never be cited for your
outstanding example, but you will have an inner satisfaction that
comes only to those that give their all. Then, if you listen
carefully at your retirement parade, you will hear the voices of
all the other good Marines who have gone before whisper the
greatest commendation of them all "Well done, Marine."

MARINE CORPS GAZETTE July 1960 (Reprinted with permission.)

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APPENDIX E

FOUNDATIONS OF LEADERSHIP

DISCIPLINE, MORALE AND ESPRIT DE CORPS

Over the years the term discipline has acquired at least
three meanings: punishment, obedience, and self control. The
first meaning, punishment, is frequently used when a Marine
violates a policy or regulation. Secondly, discipline seems to
suggest complete and total obedience to the orders of superiors .
This leads to the third and highest concept of discipline which
involves self-control and a sense of personal responsibility that
goes beyond threat of punishment or mere obedience.

The Marine Corps ' concept is to strive to develop leadership
qualities in all Marines: two of those qualities are self-
control and a sense of personal responsibility. If a Marine is
obedient only because he fears punishment, that Marine is not
going to be reliable unless he is constantly supervised. Blind
obedience results in robot-like performance which suppresses the
development of the individual and, in the extreme, may result in
the individual carrying out improper or illegal orders such as
those involving unfair treatment and war crimes . True discipline
implies not only action, but knowledge of what is being done. We
want Marines to exercise discipline as active thinking partici-
pants. We want Marines to do what needs to be done which is the
real meaning of discipline.

It frequently happens that the root meaning of a word more
nearly explains the whole context of ideas with which it is
legitimately associated than the public ' s mistaken use of the
same word. Coming from the Latin, "to discipline" means "to
teach. " Insofar as the military establishment of the United
States is concerned, nothing need be added to that definition.
Its discipline is that standard of personal deportment, work
requirement, courtesy, appearance and ethical conduct which,
inculcated in Marines, will enable them singly or collectively to
perform their mission with optimum efficiency.

Military discipline is the state of order and obedience among
military personnel resulting from training. When discipline is
spoken of in the Marine Corps, reference is not made to regula-
tions, punishments, or a state of subservience. What is actually
meant is the exact execution of orders resulting from

15-50

intelligent, willing obedience rather than execution based solely
upon habit or fear. Habit plays its part, however, and for this
reason the Marine benefits from such routine training as gun
drill, range firing, inspections, drill for foot troops, and
bayonet drill. Punishment of individuals for breaches of disci-
pline are sometimes necessary, but only to correct or eliminate
those who are presently unfit to serve on the team.

Discipline is necessary to secure that orderly, coordinated
action which alone can triumph over the seemingly impossible
conditions of battle. Fear is the enemy of discipline. The
individual must be able to recognize and face fear, because fear
unchecked will lead to panic and a unit that panics is no longer
a disciplined unit, but a mob. There is no sane person who is
without fear, but good discipline and high morale will keep fear
in its proper place.

Essentially, military discipline is no different than the
discipline of the university, a baseball league, or an industrial
corporation. It makes specific requirements of the individual;
so do they. It has a system of punishments; so do they. These
things are but incidental to the end result. Their main objec-
tive is to preserve the interests and further the opportunity of
the cooperative majority. The big difference between discipline
in the military establishment and in any other free institution
is that if the Marine objects, he/she still does not have the
privilege of quitting tomorrow, and if he/she resists or becomes
indifferent and is not corrected, his/her bad example will be
felt to the far end of the line.

The most contagious of all moral diseases is insubordination;
acts may be exhibited in a variety of modes: neglecting the
customary salute, indifference, insolence, impertinence, undue
familiarity or anything that does not show the proper respect for
rank. The officer who tolerates slackness in the dress of his
Marine soon ceases to tend to his/her own appearance. There is
only one correct way to wear the uniform. When any deviations in
dress are condoned within the service, the way is open to the
destruction of all uniformity and unity.

Some leaders may not appreciate the necessity for discipline
and will not until they experience the trials of battle.
However, when leaders understand the necessity for discipline,
they have learned a sense of obligation to themselves, to their
comrades, to their commander, and to the Marine Corps. He/she

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has learned that he/she is a member of a team which is organ-
ized, trained, and equipped for the purpose of engaging and
defeating the enemies of his/her country. The final objective of
military discipline is effectiveness in combat.

Discipline is attained by careful precept and proper training
accompanied by corrective and restraining measures. This is
provided by unit leaders. Final discipline is the prompt,
correct reaction to given situations, and the ever present knowl-
edge that in the daily routine, leaders are doing their utmost to
live up to the standards set for them by custom and tradition.

Discipline, morale, esprit de Corps: Marine, the will to
win, and curses on the man or unit who lacks it; the moral
stamina to stand and fight when all seems lost; the courage to
charge a hill when death warns to stay.

" . . .And a perfectly trained amphibious operation requires men,
skillful men, for its effective execution. In fact, in no
service are men more important than they are in the Marine Corps.
This means that STRONG DISCIPLINE continues to be most important.
This is a point on which there is sometimes some misunderstand-
ing. When we Marines speak of discipline, we speak of the spirit
of the team. When the average civilian hears the word, he is apt
to think of fear and punishment and chastisement. Actually, these
things are not a part of the true military discipline. Without
the proper spirit, there can be no such thing as discipline in a
military organization. You may have the outward semblance of
compliance with regulations, even cooperation of a kind, as long
as the fear of punishment is present. But actually you have only
the discipline enforced upon school children who begin to throw
things and misbehave the moment their teacher's back is turned.
The discipline upon which a Marine unit must be built is of a
different kind, a kind that endures when every semblance of
authority has vanished, when the leader has fallen, when the
members of the team are dropping out one by one, when the only
driving power that remains is the strong and unconquerable spirit
of the team. This is the working definition of discipline--the
spirit of the team. The Marines know it as esprit de corps. "

(General Graves B. Erskine ' s remarks to
The Basic School graduates, 3 0 August
1958)

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The feeling of one Marine for another is not the same as the
love within a family. Rather, it is a mixture of pride, fidel-
ity, loyalty, spirit, unselfishness and mutual respect that
defies definition or measure. Lord Nelson indoctrinated his
officers with the concept that they were a 'Band of Brothers. '
In a similar sense, it might be said that the Marine Corps is a
Great Brotherhood."

Esorit de Corps, KOREA, August 1950

"The Marines who disembarked at Pusan were mostly young men
of almost no actual battle experience, for only very few of them
were veterans of World War II. These tobacco chewing, raw knuck-
led, bristlyheaded youngsters in already faded khaki were coming
to fight in Korea with two great advantages. They were led by
sergeants and officers who were all veterans of campaigns involv-
ing battles as violent as any ever fought, and who had been
carefully selected out of those men wanting to remain in the
Marine Corps as a career following the end of the Japanese War.
Then, too, these youngsters from farms and factories, forest
tracts and fishing craft, drug store corners and homes of wealth,
from all the places which are America, these young men had
another enormous advantage, one that no one yet has been able to
pin down and fully define--they were UNITED STATES MARINES.

They were Marines from their closely cropped heads and
jutting ears, to the tightly laced, traditional khaki leggings
wrapped around their boot tops . Each had volunteered to try to
become a Marine, firmly believing that they were entering a
private little world of their own, inhabited by the toughest
fighting men on earth. But that was only what they thought to
begin with. Later, those who had managed to emerge from the
initial training looked at other men not dressed in the same
faded khaki as strangers even though blood brothers, for now they
knew. They were MARINES, and would remain so until they died."

David Douglas Duncan

The following editorial appeared on the front page of the
Atlanta Constitution .

"One of the greatest military exploits in history was the
withdrawal of the First Marine Division from the frozen Chosin
reservoir sector in the depths of the Korean mountains in the
cruel winter of 1950. They had been fighting for weeks. Split

15-53

into groups, surrounded by 80,000 Chinese Communists, saddled
with wounded, it was necessary to withdraw. (General McArthur
had insisted the Chinese would not come in. He persisted even
though Marines on their way to the Yalu had reported contact with
them and had prisoners to show. The Eighth Army was caught
thinly spread by the Chinese attack. They fought. But they were
routed . )

Weather was below zero. They buried what dead they could in
the dynamited, icy earth. Some they could not bury. These they
lashed to tanks. The badly wounded came out on litters or on
vehicles along with the dead. They brought their gear as well.

It was 80 miles to the sea.

They had to traverse mountain trails. They had to rebuild
bridges .

By day and by night they beat off attacks, lashed more dead
to their armor; assisted more wounded along the agonizing way.

They broke through. They reached the sea.

No Homer or Virgil has sung of them.

And yet no poet skilled with epics has had a greater one than
the story of the Marines who broke through an army of 80,000 of a
fanatic, desperate enemy, bringing their dead and wounded to the
safety of the sea. Major General Oliver Prince Smith led them.

The French Foreign Legion takes no oath of loyalty to France;
its members swear only to be loyal to the Legion.

There is something of that in the Marines. They, of course,
fight for their country. But in the bitter, desperate hours, as
the frozen agony of the 13 days was replaced by the freezing pain
of the 13 nights, IT WAS PRIDE IN THE CORPS THAT KEPT THEM GOING.
They would not fail one another.

A story will illustrate: In one of the many fights en route
to Chosin, a private named Stanley Robinson had taken command of
a decimated squad. We meet him later. . . on page 2 81 of The New
Breed . In a warming tent of the medical battalion, the wounded
Robinson lay listening to the cascading sound of firing to the
north. Litter bearers brought in a stretcher and placed it

15-54

alongside Robinson. "What outfit you from?" Robinson asked.
"Easy, 7th," the inert figure mumbled. "Did we get hit?" "Clob-
bered. Mr. Yancey's wounded. so ' s the skipper- -everybody is, I
guess . "

Robinson sat up. In the darkness he got into his clothes and
parka. He moaned as he pulled the shoepacs over his swollen
feet .

"Be seein' you, Mac," he whispered. He lurched out and
selected a weapon from a discarded stack nearby. A corpsman came
to him. "What'n hell you doin', Robinson?" "What does it look
like, Doc?" Robinson headed for the mass of hills. When he came
to the icy slopes, he had to crawl. The blisters broke. The
socks were wet with blood and pus. He found Yancey. "What'n the
hell you doin' here?" croaked the weary man. "Lookin' for a
job." Yancey spat blood on the snow.

"You got one. Over there."

General Smith commanded men like that. They were all heroes
of one of the greatest stories in all the long history of men in
war. . .the breakout from Chosin. And none was greater than he."

Ralph McGill

Editor, Atlanta Constitution

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APPENDIX F

FOUNDATIONS OF LEADERSHIP

CUSTOMS, COURTIES, AND TRADITIONS

WHAT ARE CUSTOMS?

Customs are the practices of preserving ideas and actions
from generation to generation. The term also refers to a
specific act that follows the tradition of past generations.
Customs vary widely from place to place and from group to group.
They also vary throughout the history of a particular group.

Not all customs are equally important. Mores are customs
that people regard as extremely important. Violators of mores
may receive severe punishment. In the United States, for
example, a man or woman may go to prison for marrying more than
one person at a time. Other customs, called folk ways, are not
so important and persons who do not observe them receive only
mild punishments. Folk ways include eating habits, ways of
dressing, and methods of playing games.

Most people follow the customs handed down to them and do not
question these customs. Much training in schools, at home, and
elsewhere consists of passing on customs. People conform to
customs because it is easier than not doing so. Society often
ridicules people who do not observe customs.

WHAT ARE SOME OF THE MARINE CORPS CUSTOMS?

There may be many responses . Included among them are the
following :

Marine Corps Birthday.
Parades and Ceremonies .
Mess night.

WHAT IS THE SIGNIFICANCE OF THESE CUSTOMS?

Our customs are essential to maintaining good fellowship,
contentment with our unit and Corps, harmony, and happiness in a
unit .

WHAT DO WE MEAN BY COURTESIES?

15-56

Courtesies are simply a set of rules of behavior. By using
these rules, people make living with each other more pleasant and
comfortable. Persons who live alone can behave more or less as
they choose, but persons who live and work among others must
behave so they do not trample on the rights of others . Courte-
sies help guide behavior.

Most rules of courtesy have good reasons behind them. In
some cases, the reasons have disappeared and the rule is now an
almost meaningless custom. One of these is handshaking. In the
Middle Ages, when two men met, they extended their right hands
and shook them to show they did not intend to use their swords .
Other courtesies are based on good taste. These are things we do
or do not do because they would offend other people. Eating and
hygiene habits fall into this category.

Summed up, courtesies follow the "Golden Rule": "Do unto
others as you would have them do unto you."

WHAT ARE SOME OF OUR MARINE CORPS COURTESIES?

Included among the responses are the following:
Saluting .

Reporting to Seniors.

Addressing Officers as "Sir, or Ma'am."

WHAT IS THE SIGNIFICANCE OF THESE COURTESIES?

Courtesy is essential to all walks of life, but it is
especially important to the Marine. Military courtesy embraces
much more than the salute or any other ritual, important as these
are. It is a key ingredient in the relations between members of
the armed forces of our nation, reflecting a high degree of
mutual respect and pride. Courtesy to a senior indicates respect
for authority, responsibility, and experience. Courtesy toward a
junior indicates appreciation and respect for his/her support and
for him/her as a fellow Marine.

WHAT ARE TRADITIONS?

Traditions are simply the transmission of knowledge,
opinions, doctrines, customs, and practices from generation to

15-57

generation by word of mouth or by examples. Some traditions are
customs so long continued that they have almost the force of a
law.

Marine Corps traditions have helped create a fighting force
which has become a recognized American institution. Our tradi-
tions perpetuate a long history of high standards, teamwork under
stress, esprit de corps, and success in battle. Through the
constant observance and understanding of tradition, Marines
foster a feeling of camaraderie based upon mutual respect and
confidence. The maintenance of the ideals and attitudes embodied
in our traditions forges a strong link with our proud heritage
and a deep appreciation by all Marines that they are a part of a
unique fighting team. Our traditions perpetuate the very quali-
ties we must have to succeed.

WHAT ARE SOME OF OUR TRADITIONS?

Marine Corps Motto.
Marine conduct in combat.
Change of command ceremony.

Traditions are what give the Marine Corps its uniqueness.
These things foster the discipline, valor, loyalty, aggressive-
ness, and readiness which make the term "Marine" signify all that
is highest in military efficiency and soldierly virtue.

WHAT IS THE IMPORTANCE OF CUSTOMS, COURTESIES AND TRADITIONS?

It is imperative that all Marines understand our customs,
courtesies, and traditions in order to ensure a highly motivated,
well disciplined, and proficient unit. These are the special
characteristics that set our Marine Corps apart from all other
military organizations and services.

WHAT IS THE INTERRELATIONSHIP OF CUSTOMS, COURTESIES, AND TRADI-
TIONS; TRAITS AND PRINCIPLES; AND AUTHORITY, RESPONSIBILITY, AND

AC C OUNT AB I L I T Y ?

They help form the basis for effective leadership goals and
standards of excellence. When properly applied, they foster
morale, motivation, discipline, and esprit de corps , which are
essential to teamwork, particularly under the stress of combat.

15-58

♦

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

PHILOSOPHY OF LEADERSHIP

1. Introduction . The Marine Corps' philosophy of leadership and
how this philosophy ties into our style of leadership is at the
very root of how effective we are at leading.

2. Overview. The purpose of this discussion is provide you with
an understanding of how your own philosophy of leadership
determines the effectiveness of your unit and how leadership
traits, principles, and the application of leadership create a
climate of high morale, discipline, proficiency, and esprit de
corps .

3. References . The following provide additional information on
the Marine Corps' philosophy of leadership.

FMFM 1 - 0 , Leading Marines
Marine Corps Manual

4 . Discussion Leader Notes

a. The Marine Corps' philosophy of leadership is largely
based upon recognizing and utilizing to the fullest extent our
most important asset, the individual Marine. Through outstanding
leadership, we will be able to channel the talent and energy of
that Marine in the right direction.

b. The way to do this effectively is through the
maintenance of the healthiest of relationships between the
leaders and those led in our organization. This relationship
should be of the utmost mutual respect, and can be likened to
that of a committed teacher and his/her willing student, or to
that of a father and his son. All Marines should feel that they
belong, and we must promote an atmosphere of comradeship and
brotherhood throughout the Corps, regardless of rank.

c. The end result should be a Corps that benefits from good
order and discipline (preferably self -discipline) , unit cohesion,
and teamwork. To assist us in these tasks, there are a few
fundamentals of leadership that all of us, regardless of our

16-1

innate leadership ability, can use to develop good leadership
qualities in ourselves and in others.

5. Discussion . Our philosophy of leadership is characterized by
the belief that leadership qualities can be developed within the
individual Marine, and that Marine leaders have the
responsibility for developing those qualities. As stated in
paragraph 1100.1a of the Marine Corps Manual , "The objective of
Marine Corps leadership is to develop the leadership qualities of
Marines to enable them to assume progressively greater
responsibilities to the Marine Corps and society." We grow our
own leaders, and if we do not continue to do this effectively,
the Marine Corps as we know it, will cease to exist. You should
have a thorough understanding of what the philosophy of
leadership entails. The areas addressed below are not all
encompassing, but provide enough information to give you an
understanding of the philosophy of leadership.

a. Leadership differs from command and management as
follows .

(1) Command is defined as the authority a person in the
military lawfully exercises over subordinates by virtue of his
rank and assignment or position.

(2) Management is defined as a process of planning,
organizing, coordinating, directing, and controlling resources
such as people, material, time, and money to accomplish the
organization's mission.

(3) Leadership is defined as the act of influencing
others in such a manner as to accomplish the mission: "The sum
of those qualities of intellect, human understanding and moral
character that enable a person to inspire and to control a group
of people successfully." (General Lejeune)

(4) Leadership is the dominating requirement for success.
There is certainly need for command and management, but sound
leadership is needed to function. Varying degrees of leadership
skills are present in all Marines. Officers, SNCOs , and NCOs
must foster the development of these skills in their Marines.
Leadership is people oriented. Leadership is concerned with the
individual Marine and the goals of the organization. To a great
extent all Marines are required to be both good leaders and

16-2

skillful managers of personnel, equipment, and time. Stress
that our people are the greatest asset that we have.

(5) Good management will get your Marines onto the ship
with the right equipment and the required training. Your
authority as an officer and their discipline will ensure that
they follow you to the battlefield. However, only leadership
will get those Marines to put their lives on the line.

b. Leadership qualities defined.

(1) Inspiration. Personal example of high moral
standards reflecting virtue, honor, patriotism, and subordination
in personal behavior and in performance.

(2) Technical proficiency. Knowledge of the military
sciences and skill in their application.

(3) Moral responsibility. Personal adherence to high
standards of conduct and the guidance of subordinates toward
wholesomeness of mind and body.

c. FMFM 1 states that philosophy of command cannot function
effectively unless our philosophy of leadership supports it. Our
philosophy of leadership concentrates on the development of
leadership in subordinates, and our philosophy of command

(decentralized) depends on subordinate initiative and leadership.
It highlights the inherent disorder of the modern battlefield and
the necessity of subordinates to respond with "individual
initiative and responsibility. . .within the boundaries of the
commander's intent." Our philosophy of leadership stresses the
importance of building good subordinate leaders, with the belief
that leadership can be learned. These leaders are an absolute
requirement if our warfighting philosophy of command is to
function. In order for this philosophy of leadership to work, a
certain atmosphere and a certain relationship must exist between
officers and men. This relationship should be one of mutual
respect and it is described in the terms "comradeship, "

"brotherhood," "teacher/scholar," and "father/son."

(1) The relationship between officers and enlisted
Marines is described in the Marine Corps Manual . It states that
"effective personal relations in an organization can be
satisfactory only when there is a complete understanding and
respect between individuals."

16-3

(2) The Marines who have gone before us were drawn into a
lasting bond on the battlefield. The adversity they faced
together strengthened their resolve for success and highlighted
the need for cooperation. Realizing that comradeship and
brotherhood are needed on the battlefield, we must work
continually to foster them in our daily activities.

(3) Often the mistake is made by those outside the Marine
Corps that our reputation for discipline means that we have a
greater separation between officers and enlisted Marines.
Nothing could be further from the truth. While we prohibit
unprofessional relationships between officers and enlisted
Marines, the concept of comradeship and brotherhood depends on
mutual respect between the ranks and among all Marines. Much of
this mutual respect comes through the sharing of hardships. As
quoted in the Marine Corps Manual , General Lejeune said, "The
relationship between officers and enlisted men should, in no
sense, be that of superior and inferior, nor that of master and
servant, but rather that of teacher and scholar." Your
responsibilities as a leader are to provide guidance to your
subordinates, make decisions, and see that your subordinates'
performance is satisfactory. You should provide good
opportunities for you subordinates to also make decisions within
their authority.

(a) You must be responsible for the physical, mental,
and moral welfare of your Marines, as well as their discipline
and training.

(b) You should ensure that each of your Marines is
allowed the maximum latitude possible in developing his/her own
leadership style.

(d) Be aware that the teacher/scholar relationship
extends to the relationship that should exist between NCOs and
junior Marines as well. Additionally, officers should never
hesitate to learn from their Marines. The idea of the father/son
relationship is different from that of the teacher/scholar
relationship. The idea of the father/son relationship is that it
implies that the relationship that should exist between a leader
and his/her Marines goes further than that between a typical high

16-4

school teacher and his/her students. However, the main point in
both cases is that this relationship should be mutually
respectful, with the more experienced person having the moral
responsibility to help the junior develop. Discipline is a
factor in this relationship, just as it is in any healthy
father/son relationship. You would not let your son run wild, so
why would you let your Marines?

d. Good order and discipline are terms used to describe the
essential quality of behavior within the armed forces. As
Marines, we share in the responsibility to protect the nation.
This is a serious business that may require us to endure extreme
hardship, privation, or even to give our lives so that the nation
may remain secure. Marines must be organized, trained, and ready
for deployment to any crisis at any time. Our organization must
have a highly refined quality of order so that, as a team,
everyone knows their role and job, and our efforts can join
together in a manner that will achieve accomplishment of the
mission. Discipline is each individual Marine's responsibility
for responding willingly, instantly to the directions of a
senior, and in the absence of orders, initiating appropriate
action. With our traditional stress on the leader's
responsibility for maintaining good order and discipline, we will
retain our readiness and capability to carry out the mission at
all times.

e. The individual's responsibility for leadership is a must.
It is not dependent on authority. It is not dependent on
command. Each individual is responsible for his or her own
actions first.

(1) Your Certificate of Commission (or Warrant) refers to
"special trust and confidence." This term, which is expressly
reposed in officers by their commission, is the distinguishing
privilege of the officer corps. It is the policy of the Marine
Corps that this privilege be tangible and real; it is the
corresponding obligation of the officer corps that it be wholly
deserved. It is not ordinary trust and confidence expected of a
member of society as a whole. It is the special trust and
confidence expected of officers.

(2) Officers are responsible for leading and caring for
their Marines; this responsibility far exceeds bonds possibly
taken with other officers as friends and comrades. The trust
placed in officers for the lives of the Marines they lead is a

16-5

responsibility of the highest order. But it is a trust granted
on the presumption of professional conduct, and is endangered by
any act which may be considered improper or that gives the
appearance of impropriety.

f. The leader functions as the linking pin. The leader is
also responsible for representing his/her command to the next
level in the chain. In addition to duties of a supervisory
nature for his/her own unit, the leader must plan and coordinate
with peers and seniors in order to effectively control the
employment of his/her unit. The leader is the linking pin for
information, control, and influence upon the unit. He/she is
also a subordinate of the leader and must be able to follow. A
leader's energies are divided between leading and following.

g. The traits and principles of leadership are essential
qualities that all Marines must not only understand, but
continually seek to improve and live by. These fundamentals
comprise only one aspect of Marine Corps leadership. They are
there to provide a standard for the measurement of individual
leadership abilities, as well as some time-tested leadership
techniques .

(1) Leadership traits defined.

(a) Integrity. Uprightness of character and
soundness of moral principles. The quality of truthfulness and
honesty. A Marine's word is his bond. Nothing less than
complete honesty in all of your dealings with subordinates,
peers, and superiors is acceptable.

(b) Knowledge. Understanding of a science or an art.
The range of one's information, including professional knowledge
and an understanding of your Marines. The gaining and retention
of knowledge of current developments in military and naval
science, and world affairs is important for your growth and
development .

(c) Courage. Courage is a mental quality that
recognizes fear of danger or criticism, but enables a person to
proceed in the face of it with calmness and firmness. Knowing
and standing for what is right, even in the face of popular
disfavor is often the leader's lot.

16-6

(d) Decisiveness. Ability to make decisions promptly
and to announce them in a clear, forceful manner. The quality of
character which guides a person to accumulate all available facts
in a circumstance, weigh the facts, choose and announce an
alternative which seems best. It is often better that a decision
be made promptly than a potentially better one be made at the
expense of more time.

(e) Dependability. The certainty of proper
performance of duty. The quality which permits a senior to
assign a task to a junior with the understanding that it will be
accomplished with minimum supervision. This understanding
includes the assumption that the initiative will be taken on
small matters not covered by instructions.

(f) Initiative. Taking action in the absence of
orders. Since an NCO often works without close supervision,
emphasis is placed on being a self-starter.

(g) Tact. The ability to deal with others without
creating offense. The quality of consistently treating peers,
seniors, and subordinates with respect and courtesy is a sign of
maturity. This deference must be extended under all conditions
regardless of true feelings.

(h) Justice. Giving reward and punishment according
to the merits of the case in question. The ability to administer
a system of rewards and punishments impartially and consistently.
The quality of displaying fairness and impartiality is critical
in order to gain the trust and respect of people, particularly in
the exercise of responsibility as a leader.

(i) Enthusiasm. The display of sincere interest and
exuberance in the performance of duty. Displaying interest in a
task, and an optimism that it can be successfully completed,
greatly enhances the likelihood that the task will be
successfully finished.

(j) Bearing. Creating a favorable impression in
carriage, appearance, and personal conduct at all times. The
ability to look, act, and speak like a leader whether or not
these manifestations indicate one's true feelings. Some signs of
these traits are clear and plain speech, an erect gait, and
impeccable personal appearance.

16-7

(k) Endurance. The mental and physical stamina
measured by the ability to withstand pain, fatigue, stress, and
hardship. The quality of withstanding pain during a conditioning
hike in order to improve stamina is crucial in the development of
leadership. Leaders are responsible for leading their units in
physical endeavors and for motivating them as well.

(1) Unselfishness. Avoidance of providing for one's
own comfort and personal advancement at the expense of others.
The quality of looking out for the needs of your subordinates
before your own is the essence of leadership. This quality is
not to be confused with putting these matters ahead of the
accomplishment of the mission.

(m) Loyalty. The quality of faithfulness to country,
the Corps, and unit, and to one's seniors, subordinates, and
peers. The motto of our Corps is Semper Fidelis! You owe
unswerving loyalty up and down the chain of command, to seniors,
subordinates, and peers.

(n) Judgment. The ability to weigh facts and
possible solutions on which to base sound decisions. Sound
judgment is important to a leader in order to gain the respect of
his/her subordinates.

(2) Leadership principles

(a) Be technically and tactically proficient. Before
you can lead, you must be able to do the job; the first principle
is to know your job. As a Marine, you must demonstrate your
ability to accomplish the mission, and to do this you must be
capable of answering questions and demonstrating competence in
your MOS . Respect is the reward of the Marine who shows
competence. Tactical and technical competence can be learned
from books and from on-the-job training.

(b) Know yourself and seek self improvement. This
principle of leadership should be developed by the use of
leadership traits. Evaluate yourself by using the leadership
traits and determine your strengths and weaknesses. Work to
improve your weaknesses and use your strengths. With a knowledge
of yourself, and your experience and knowledge of group behavior,
you can determine the best way to deal with any given situation.
With some Marines and in certain situations, the firm, hard stand
may be most effective; however, in other situations the "big

16-8

brother" approach may work better. You can improve yourself in
many ways. Self -improvement can be achieved by reading and
observing. Ask your friends and seniors for an honest evaluation
of your leadership. This will help you to find your weaknesses
and strengths.

(c) Know your Marines and look out for their welfare.
This is one of the most important of the principles. You should
know your Marines and how they react to different situations.
This knowledge can save lives. A Marine who is nervous or lacks
self-confidence should never be put in a situation where an
important, instant decision must be made. Knowledge of your
Marines' personalities will enable you, as the leader, to decide
how to best handle each Marine and determine when close
supervision is needed.

(d) Keep your Marines informed. Marines are by
nature inquisitive. To promote efficiency and morale, as a
leader you should inform the Marines in your unit of all
happenings and give reasons why things are to be done. This, of
course, is done when time and security permit. Informing your
Marines of the situation makes them feel that they are a part of
the team and not just a cog in a wheel. Informed Marines perform
better and, if knowledgeable of the situation, they can carry on
without your personal supervision. The key to giving out
information is to be sure that the Marines have enough
information to do their job intelligently and to inspire their
initiative, enthusiasm, loyalty, and convictions.

(e) Set the example. As a Marine progresses through
the ranks by promotion, all too often he/she takes on the
attitude of "do as I say, not as I do." Nothing turns Marines
off faster! As a Marine leader your duty is to set the standards
for your Marines by personal example. Your appearance, attitude,
physical fitness, and personal example are all watched by the
Marines in your unit. If your personal standards are high, then
you can rightfully demand the same of your Marines. If your
personal standards are not high you are setting a double standard
for your Marines, and you will rapidly lose their respect and
confidence. Remember your Marines reflect your image!
Leadership is taught by example.

(f) Ensure that the task is understood, supervised,
and accomplished. This principle is necessary in the exercise of
command. Before you can expect your Marines to perform, they

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must know first what is expected of them. You must communicate
your instructions in a clear, concise manner. Talk at a level
that your Marines are sure to understand, but not at a level so
low that would insult their intelligence. Before your Marines
start a task, allow them a chance to ask questions or seek
advice. Supervision is essential. Without supervision you
cannot know if the assigned task is being properly accomplished.
Over-supervision is viewed by subordinates as harassment and
effectively stops their initiative. Allow subordinates to use
their own techniques, and then periodically check their progress.

(g) Train your Marines as a team. Every waking hour
Marines should be trained and schooled, challenged and tested,
corrected and encouraged with perfection and teamwork as a goal .
When not at war, Marines are judged in peacetime roles,
perfection in drill, in dress, in bearing, and demeanor,
shooting, self -improvement , but more than anything else by
performance. No excuse can be made for the failure of leaders to
train their Marines to the highest state of physical condition
and to instruct them to be skillful as the very best in the
profession of arms. Train with a purpose and emphasize the
essential element of teamwork.

[1] The sharing of hardships, dangers, and hard
work strengthens a unit and reduces problems; it develops
teamwork, improves morale and esprit and molds a feeling of
unbounded loyalty. This is the basis for what makes men fight in
combat; it is the foundation for bravery, for advancing under
fire. Troops don't complain about tough training; they seek it
and brag about it.

[2] Teamwork is the key to successful operations.
Teamwork is essential from the smallest unit to the entire Marine
Corps. As a Marine officer, you must insist on teamwork from
your Marines. Train, play, and operate as a team. Be sure that
each Marine knows his/her position and responsibilities within
the team framework.

[3] When team spirit is in evidence, the most
difficult tasks become much easier to accomplish. Teamwork is a
two-way street. Individual Marines give their best, and in
return the team provides the Marine with security, recognition,
and a sense of accomplishment.

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(h) Make sound and timely decisions. The leader must
be able to rapidly estimate a situation and make a sound decision
based on that estimation. Hesitation or a reluctance to make a
decision leads subordinates to lose confidence in your abilities
as a leader. Loss of confidence in turn creates confusion and
hesitation within the unit. Once you make a decision and
discover it is the wrong one, don't hesitate to revise your
decision. Marines respect the leader who corrects mistakes
immediately instead of trying to bluff through a poor decision.

(i) Develop a sense of responsibility among your
subordinates . Another way to show your Marines that you are
interested in their welfare is to give them the opportunity for
professional development. Assigning tasks and delegating the
authority to accomplish tasks promotes mutual confidence and
respect between the leader and subordinates. It also encourages
the subordinates to exercise initiative and to give wholehearted
cooperation in the accomplishment of unit tasks. When you
properly delegate authority, you demonstrate faith in your
Marines and increase their desire for greater responsibilities.
If you fail to delegate authority, you indicate a lack of
leadership, and your subordinates may take it to be a lack of
trust in their abilities.

(j) Employ your unit in accordance with its
capabilities. Successful completion of a task depends upon how
well you know your unit's capabilities. If the task assigned is
one that your unit has not been trained to do, failure is very
likely to result. Failures lower your unit's morale and
self-esteem. You wouldn't send a cook section to "PM" a vehicle
nor would you send three Marines to do the job of ten. Seek out
challenging tasks for your unit, but be sure that your unit is
prepared for and has the ability to successfully complete the
mission .

(k) Seek responsibility and take responsibility for
your actions. For professional development, you must actively
seek out challenging assignments. You must use initiative and
sound judgment when trying to accomplish jobs that are not
required by your grade. Seeking responsibilities also means that
you take the responsibility for your actions. You are
responsible for all your unit does or fails to do. Regardless of
the actions of your subordinates, the responsibility for the
decision and its application falls on you. You must issue all
orders in your name. Stick by your convictions and do what you

16-11

think is right; but accept justified and constructive criticism.
Never remove or demote a subordinate for a failure that is the
result of your own mistake.

h. Another element of leadership involves understanding the
concepts and application of authority, responsibility, and
accountability.

(1) Authority is the legitimate power of a leader to
direct those subordinates to take action within the scope of
his/her position.

(a) By extension, this power, or a part thereof, is
delegated and used in the name of the commander. All leaders
regardless of rank are responsible to exercise their authority to
accomplish the mission.

(b) Equally important, however, is the idea that when
a Marine of any rank is given responsibility for a mission, they
must also be given the degree of authority necessary to carry it
out .

(2) Responsibility is the obligation to act or to do;
that which one must answer to for his/her seniors or juniors.

(a) It may include, but is not limited to, assigned
tasks, equipment, personnel, money, morale, and leadership.
Responsibility is an integral part of a leader's authority. The
leader is responsible at all levels of command for what his/her
Marines do or fail to do, as well as for the physical assets
under his/her control.

(b) Ultimately, all Marines are morally and legally
responsible for their individual actions. Paragraph 1100 of the
Marine Corps Manual states that individual responsibilities of
leadership are not dependent on authority, and all Marines are
expected to exert proper influence upon their comrades by setting
examples of obedience, courage, zeal, sobriety, neatness, and
attention to duty.

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the Corps is founded would be weakened and eventually
disintegrate. Accountability establishes reasons, motives, and
importance for actions in the eyes of seniors and subordinates
alike. Accountability is the final act in the establishment of
one's credibility. Plainly speaking, the accountable leader is
saying, "The buck stops here!" Remember: accountability results
in rewards for good performance as well as punishment for poor
performance .

(4) Authority, responsibility, and accountability are all
related. When given sufficient authority to allow him/her to
carry out his/her duties, and when held accountable for the
exercise of that authority, a Marine develops responsibility.
Responsibility can rarely grow when individuals are not held
accountable for their actions or when individuals do not have the
authority to do what should be done.

i . Leaders are responsible and accountable for the
effectiveness of their units. Some indicators that a leader can
use to measure the effectiveness of his/her unit are morale,
esprit de corps, discipline and proficiency. These factors
influence each other greatly.

(1) Morale is the individual's state of mind. It depends
on his/her attitude toward everything that affects him/her;
fellow Marines, leaders, Marine life in general, and other things
important to him/her. Morale is closely related to the
satisfying of the Marine's needs. If the training,
administering, and fighting of a unit is conducted so that the
Marine's needs are satisfied, a favorable attitude will be
developed. High morale is a state of mind which gives a Marine a
feeling of confidence and well being that enable him/her to face
hardship with courage, endurance, and determination. The state
of morale is constantly changing. The morale of a unit can be a
measurement of the leader's ability. The leader can measure
morale by close observation of his/her Marines in their daily
activities, by inspecting and talking to these Marines.

(a) Some specific indicators of good or bad morale in
a unit are as follows:

[1] Appearance.

[2] Personal Conduct.

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[3
[4
[5
[6
[7
[8
[9
[10
[11
[12
[13

Standards of military courtesy.

Personal hygiene.

Use of recreational facilities .

Excessive quarreling.

Harmful or irresponsible rumors .

Condition of mess and quarters .

Care of equipment.

Response to orders and directives .
Job proficiency.
Motivation during training.

Evaluation of administrative reports such as

CONGRINTs, arrests, sick call rates, etc.

(b) Morale is not constant. The other three
indicators depend on morale, since morale is the sum total of the
Marine's attitudes. All of the indicators are inter-related. A
particular symptom may be an indication of a deficiency in more
than one area. Methods to improve morale are as follows:

[1] Teach belief in the cause and mission.

[2] Instill in your Marines confidence in
themselves, their leaders, their training, and their equipment.

[3] Assist in job satisfaction by carefully
considering job assignments.

[4] Keep your Marines aware of your concern for
their physical, moral, and spiritual welfare, as well as that of
their dependents .

[5] Establish an effective awards program.

[6] 'Make your Marines feel they are essential to

the unit.

16-14

[7] Recognize the Marine's desire to retain
his/her individuality and treat him/her as an individual.

[8] Encourage the strengthening of their family
ties, and religious association.

(2) Esprit de corps is the loyalty to, pride in, and
enthusiasm for the unit shown by its members. Whereas morale
refers to the Marine's attitude, esprit de corps is the unit
spirit. It is the common spirit reflected by all members of a
unit and provides group solidarity. It implies devotion and
loyalty to the unit, and a deep regard for the unit's history,
traditions, and honor. Esprit de corps depends of the
satisfaction the members get from belonging to the unit and
confidence in their leaders .

(a) Specific things to look for when evaluating a
unit's esprit de corps are as follows:

[1] Expressions from your Marines showing
enthusiasm for and pride in their unit.

[2] A good reputation among other units.

[3] A strong competitive spirit.

[4] Willing participation by your Marines in unit

activities

one another

other unit

[5] Pride in traditions and history of the unit.
[6] Readiness on the part of your Marines to help

[7] The belief that their unit is better than any

[8] High reenlistment rate in the unit.
!b) What are some ways to improve esprit de corps in

a unit?

16-15

[1] Start newly assigned Marines off right by a
reception program, including an explanation of the unit ' s
history, traditions, and present role.

[2] Develop the feeling that the unit must excel.

[3] Recognize and publicize achievements of the
unit and its members .

[4] Make use of ceremonies, symbols, slogans, and

military music .

[5] Use competition to develop teamwork.

[6] Make proper use of decorations and awards.

(3) Discipline is the individual or group attitude that
ensures prompt obedience to orders and initiation of appropriate
action in the absence of orders. When achieved in a unit, it is
an attitude that keeps Marines doing what they are supposed to do
and as they are supposed to do it through strong inner
conviction. Good discipline is constant and functions whether or
not outside pressure and supervision is present. It is the
result of good training and intelligent leadership that helps
Marines withstand the shock of battle and face difficult
situations without faltering. Since success in combat frequently
depends upon a unit ' s or individual ' s immediate positive
response, discipline demanded in the Marine Corps is far more
exacting than discipline in other walks of life. Before a Marine
can act resourcefully in the absence of orders, he/she must have
an understanding of what is to be done and the role he/she must
play. This requires training. Before Marines can respond to
orders, they need confidence in their seniors. This requires
leadership. Without discipline, a unit becomes a mob.

(a) Some specifics to look for when evaluating a
unit's discipline are as follows:

[1] Attention to detail.

[2] Harmonious relations between unit members.

[3] Devotion to duty.

[4] Proper senior/subordinate relationships.

16-16

[5]

[6]

courtesy .

[7]

directives .

[8] Adherence to the chain of command.

[9] Ability and willingness to perform
effectively with little or no supervision.

(b) Some useful methods to improve discipline in a
unit are as follows:

[1] Demonstrate discipline by your own conduct

and example.

[2] Institute a fair and impartial system for
punishment and an equitable distribution of privileges and
rewards .

[3] Strive for mutual confidence and respect
through training.

[4] Encourage and foster the development of self
discipline among your Marines.

[5] Be alert to conditions conducive to breaches
of discipline and eliminate them where possible.

(4) Proficiency is the technical, tactical, and physical
ability to perform the job or mission. Unit proficiency is the
sum of the skills welded together by the leader into a smooth
functioning team. A unit will attain proficiency when its leader
demands high standards of individual and group performance.
Proficiency results largely from training. Therefore, much of
the leader's time must be spent supervising training.

(a) Some specifics to look for when evaluating a
unit's proficiency are as follows:

Proper conduct on and off duty.

Standards of cleanliness, dress, and military

Promptness in responding to commands and

16-17

[1] Personal appearance and physical condition of

your Marines .

[2] Appearance and condition of weapons,
equipment, and unit area.

[3] Reaction time of unit under various
situations and conditions.

[4] Professional attitude demonstrated by the
unit and its members.

[5] Troop leading ability of junior leaders.

[6] Promptness and accuracy in disseminating
orders, instructions, and information.

[7] Degree of skill demonstrated when
accomplishing tasks.

(b) Some useful techniques to use to improve the
proficiency of a unit are as follows:

duties

command ,

program .

[1] Thoroughly train your Marines in their

[2] Emphasize teamwork through the chain of

[3] Establish a sound physical conditioning

[4] Provide for cross training.

[5] Participate in realistic training exercises.

[6] Provide your Marines with frequent
opportunities to perform duties of the next higher echelon.

[7] Ensure by inspections and training tests that
your command is being developed in accordance with training
programs and doctrine prescribed by higher authority.

[8] Set high standards of performance and insist
that they be met .

16-18

[9] Institute and promote a professional military
education reading program.

j. Marines can deploy at any time into combat. Good leaders
must be aware of the current status and abilities of their unit
at all times and must do their best to ensure that they are at
the highest level of readiness possible.

6 . Appendices

Appendix A: Excerpt from FMFM 1

Appendix B: Scenarios

16-19

APPENDIX A

PHILOSOPHY OF LEADERSHIP
(EXCERPT FROM FMFM 1)

LEADERSHIP

Marine Corps doctrine demands professional competence among
its leaders. As military professionals charged with the defense
of the nation, Marine leaders must be true experts in the conduct
of war. They must be men of action and of intellect both,
skilled at "getting things done" while at the same time
conversant in the military art. Resolute and self-reliant in
their decisions, they must also be energetic and insistent in
execution .

The military profession is a thinking profession. Officers
particularly are expected to be students of the art and science
of war at all levels; tactical, operational, and strategic, with
a solid foundation in military theory and a knowledge of military
history and the timeless lessons to be gained from it.

Leaders must have a strong sense of the great responsibility
of their office; the resources they will expend in war are human
lives .

The Marine Corps ' style of warfare requires intelligent
leaders with a penchant for boldness and initiative down to the
lowest levels. Boldness is an essential moral trait in a leader,
for it generates combat power beyond the physical means at hand.
Initiative, the willingness to act on one's own judgment, is a
prerequisite for boldness. These traits carried to excess can
lead to rashness, but we must realize that errors by junior
leaders stemming from over boldness are a necessary part of
learning. We should deal with such errors leniently; there must
be no "zero defects" mentality. Not only must we not stifle
boldness or initiative, we must continue to encourage both traits
in spite of mistakes. On the other hand, we should deal severely
with errors of inaction or timidity. We will not accept lack of
orders as justification of inaction; it is each Marine's duty to
take initiative as the situation demands.

Consequently, trust is an essential trait among leaders;
trust by seniors in the abilities of their subordinates and by

16-20

juniors in the competence and support of their seniors. Trust
must be earned, and actions which undermine trust must meet with
strict censure. Trust is a product of confidence and
familiarity. Confidence among comrades results from demonstrated
professional skill. Familiarity results from shared experience
and a common professional philosophy.

Relations among all leaders, from corporal to general,
should be based on honesty and frankness, regardless of disparity
between grades. Until a commander has reached and stated a
decision, each subordinate should consider it his/her duty to
provide his/her honest, professional opinion; even though it may
be in disagreement with his/her senior's. However, once the
decision has been reached, the junior then must support it as if
it were his own. Seniors must encourage candor among
subordinates and must not hide behind their rank insignia. Ready
compliance for the purpose of personal advancement the behavior
of "yes-men" will not be tolerated.

PHILOSOPHY OF COMMAND

It is essential that our philosophy of command support the
way we fight. First and foremost, in order to generate the tempo
of operations we desire and to best cope with the uncertainty,
disorder, and fluidity of combat, command must be decentralized.
That is, subordinate commanders must make decisions on their own
initiative, based on their understanding of their senior's
intent, rather than passing information up the chain of command
and waiting for the decision to be passed down. Further, a
competent subordinate commander who is at the point of decision
will naturally have a better appreciation for the true situation
than a senior some distance removed. Individual initiative and
responsibility are of paramount importance. The principal means
by which we implement decentralized control is through the use of
mission tactics, which we will discuss in detail later.

Second, since we have concluded that war is a human
enterprise and no amount of technology can reduce the human
dimension, our philosophy of command must be based on human
characteristics rather than on equipment or procedures .
Communications equipment and command and staff procedures can
enhance our ability to command, but they must not be used to
replace the human element of command. Our philosophy must not
only accommodate but must exploit human traits such as boldness,
initiative, personality, strength of will, and imagination.

16-21

Our philosophy of command must also exploit the human
ability to communicate implicitly. We believe that implicit
communication to communicate through mutual understanding, using
a minimum of key, well-understood phrases or even anticipating
each other's thoughts is a faster, more effective way to
communicate than through the use of detailed, explicit
instructions. We develop this ability through familiarity and
trust, which are based on a shared philosophy and shared
experience .

This concept has several practical implications. First, we
should establish long-term working relationships to develop the
necessary familiarity and trust. Second, key people "actuals"
should talk directly to one another when possible, rather than
through communicators or messengers. Third, we should
communicate orally when possible, because we communicate also in
how we talk; our inflections and tone of voice. And fourth, we
should communicate in person when possible, because we
communicate also through our gestures and bearing.

A commander should command from well forward. This allows
him/her to see and sense firsthand the ebb and flow of combat, to
gain an intuitive appreciation for the situation which he/she
cannot obtain from reports. It allows him/her to exert his
personal influence at decisive points during the action. It also
allows him/her to locate himself /herself closer to the events
that will influence the situation so that he/she can observe them
directly and circumvent the delays and inaccuracies that result
from passing information up the chain of command.

Finally, we recognize the importance of personal leadership.
Only by his physical presence by demonstrating the willingness to
share danger and privation can the commander fully gain the trust
and confidence of his subordinates.

We must remember that command from the front does not equate
to over-supervision of subordinates.

As part of our philosophy of command we must recognize that
war is inherently disorderly, uncertain, dynamic, and dominated
by friction. Moreover, maneuver warfare, with its emphasis on
speed and initiative, is by nature a particularly disorderly
style of war. The conditions ripe for exploitation are normally
also very disorderly. For commanders to try to gain certainty as

16-22

a basis for actions, maintain positive control of events at all
times, or shape events to fit their plans is to deny the very
nature of war. We must therefore be prepared to cope, even
better, to thrive in an environment of chaos, uncertainty,
constant change, and friction. If we can come to terms with
those conditions and thereby limit their debilitating effects, we
can use them as a weapon against a foe who does not cope as well.

In practical terms this means that we must not strive for
certainty before we act, for in so doing we will surrender the
initiative and pass up opportunities. We must not try to
maintain positive control over subordinates since this will
necessarily slow our tempo and inhibit initiative. We must not
attempt to impose precise order to the events of combat since
this leads to a formalistic approach to war. And we must be
prepared to adapt to changing circumstances and exploit
opportunities as they arise, rather than adhering insistently to
predetermined plans .

There are several points worth remembering about our command
philosophy. First, while it is based on our warfighting style,
this does not mean it applies only during war. We must put it
into practice during the preparation for war as well. We cannot
rightly expect our subordinates to exercise boldness and
initiative in the field when they are accustomed to being
over-supervised in the rear. Whether the mission is training,
procuring equipment, administration, or police call, this
philosophy should apply.

Next, our philosophy requires competent leadership at all
levels. A centralized system theoretically needs only one
competent person, the senior commander, since his/her is the sole
authority. But a decentralized system requires leaders at all
levels to demonstrate sound and timely judgment. As a result,
initiative becomes an essential condition of competence among
commanders .

Our philosophy also requires familiarity among comrades
because only through shared understanding can we develop the
implicit communication necessary for unity of effort. And,
perhaps most important, our philosophy demands confidence among
seniors and subordinates .

16-23

APPENDIX B

PHILOSOPHY OF LEADERSHIP

(SCENARIOS)

(Note: Instruct the Marine to read these scenarios and, using
leadership traits, principles, and indicators of unit
effectiveness as a guide, and keeping in mind the relationship
between authority, accountability, and responsibility, identify
leadership fundamentals that are lacking or present and recommend
courses of action.)

1. Your battalion is deploying on a six month Med. cruise four
days from now. LCpl Smith, a member of your platoon, was married
six weeks ago to his high school sweetheart and moved her into a
trailer in town. They have just learned that she is two months
pregnant. He and his wife feel that he should be excused from
the deployment. He has requested to speak with you because his
squad leader and platoon sergeant advised him that he would have
to go on the cruise and that he would have to make other
arrangements for his family.

What leadership fundamentals are lacking?

(LCpl Smith is weak in the following leadership traits:
unselfishness, loyalty, judgment, dependability. However, due
consideration must be given to Smith's age and level of maturity,
as well as to the pressures of his personal situation. In
general, his morale is in the dumps.)

What is the best course of action in this situation?

(Correct this situation by talking to him about the
importance of your unit mission and the important role that he
plays in accomplishing that mission. Also, let him know that you
understand the difficulty of his situation, but that there are
ways to handle it; other Marines have had to do the same. His
wife could go home, key wives network, etc.)

(Leadership principles that apply here include: knowing
your Marines and looking out for their welfare; developing
responsibility among subordinates. In this case helping Smith to
develop responsibility entails holding him accountable for

16-24

carrying out his duties to the Marine Corps, his unit, and his
fellow Marines in the face of personal hardship. In the long
run, this development is in Smith's best interest.)

2. Your squad leaders are very active, exercise broad authority,
and have a strong influence on their Marines. Fire team leaders
have not been showing much initiative. They are competent, but
are not forceful. Fire team members often seem confused, but are
attentive to both fire team and squad leaders .

What leadership fundamentals are lacking?

(Proficiency of the fire team leaders (FTLs) and of the
squad leaders.)

What is the best course of action in this situation?

(FTLs need to be given a chance to take some responsibility
and initiative. If necessary, you may have to talk to your squad
leaders and have them back off a bit to give the FTLs a chance.
You should also talk to the squad leaders about their
responsibility to develop their subordinates. They should keep
in mind the relationship between authority, accountability, and
responsibility. If they give their FTLs enough authority and
then hold them accountable for what they do or do not accomplish,
their FTLs will quickly develop responsibility. At the present
time the squad leaders, in their desire to get things done
expeditiously, are not allowing their FTLs to develop and learn.)

3 . Your SNCO does not seem at all enthusiastic about the
decisions you make and the orders you give. Additionally, he
doesn't supervise the carrying out of those orders unless he is
specifically told to do so.

What leadership fundamentals are lacking?

(The SNCO seems to have a morale or discipline problem which
is affecting his job performance. Specifically, he is lacking
the leadership traits of dependability, initiative, enthusiasm,
and loyalty. Another possibility is that your orders and
decisions are misguided. If this is the case, you're in a world
of hurt, but the SNCO would still be lacking loyalty and
integrity in that his duty is to inform you (tactfully) of his
opinion about your decisions.)

16-25

What is the best course of action in this situation?

(Counsel the SNCO on what you see as the problem. Recognize
that you want to preserve a good working relationship if you can.
Directly approach the problem; is there a personal problem? You
could possibly find out more about the SNCO from another officer
in the unit who knows him better than you do. If there is no
explanation for his attitude, then more forceful action will be
necessary. )

4. The unit Sergeant Major is retiring in a few days. Your
Marines are irate over having been pressured by their SNCOs to
donate money for a retirement gift.

What leadership fundamentals are lacking?

(There are two possible problems: SNCOs are not aware they
should not be pressuring the troops to give or it could be that
the troops lack esprit de corps, or just don't like the SgtMaj . )

What is the best course of action in this situation?

(You should talk to the SNCOs; make them understand that
it's probably more appropriate to only get money from the SNCOs
and officers . )

5 . Your unit training has been conducted in garrison and
classrooms for two weeks. You notice the interest and attention
is poor in spite of excellent instruction. You also notice that
past field exercises have had a lot of dead time, sitting or
standing around. You are going to the field next week and will
have every morning and evening to do as you desire with your
platoon; the company will schedule the afternoons.

What leadership fundamentals are lacking?

(Morale and lack of motivation during training. Esprit de
corps, proficiency, and discipline could also be deficient.)

What is the best course of action in this situation?

16-26

(Develop, along with your subordinate leaders, a good plan
for interesting and effective training in the field. It should
relate to what your Marines learned in class in order to give
them more reason to listen in class. Leadership principles that
apply here include training your Marines as a team, setting the
example, and keeping your Marines informed. Any aspect of
training comes under looking out for the welfare of your Marines
Your own enthusiasm and interest (and that of the instructors)
can help to light the spark with your Marines. Training your
Marines as a team might help improve esprit. The morale problem
is a tougher nut to crack, but the Marines must get the message
that what they are doing is important. Relate the training to
the mission and ensure that all hands understand the mission and
its importance.)

6 . There is a ceremony being held tomorrow at the battalion
dining facility. The entire battalion has been directed to
attend in the uniform of the day. It will be the anniversary of
the establishment of the regiment, with a band, speeches,
rededication , and a special meal. Many of your Marines have
stated that they think this is just harassment, causing them to
get a clean uniform dirty.

What leadership fundamentals are lacking?

(Lack of esprit de corps, possibly morale.)

What is the best course of action in this situation?

(You could call a platoon meeting and go off on the platoon
while instructing them on the regiment's history, but this will
probably have the effect of reinforcing their feelings of being
harassed. Once they sit through the ceremony, they will probably
find themselves enjoying the experience. Marines tend to bitch
and moan, but they can't help but enjoy a ceremony in which
tradition and history are re-emphasized. That's what most of
them enlisted for.)

7. You see a PFC wandering around in you company area. He/she
looks tired and bewildered. Your questions reveal that he/she
joined the company last night and slept on a couch in the
recreation room, missed morning chow because he/she didn't have a

16-27

meal card, and has only seen a clerk in the company office who
told him/her to come back when the office wasn't so busy.

What leadership fundamentals are lacking?

{Esprit de Corps, lack of readiness to help one another
discipline, devotion to duty, proficiency)

What is the best course of action in this situation?

(The leadership principles that apply are looking out for
the welfare of your Marines; ensuring that the task is
understood, supervised, and accomplished; and developing a sense
of responsibility among your subordinates. If the duty folder
does contain instructions on how to handle new joins, then the
particular NCO who was on duty has a lot to answer for, as does
the company clerk who turned the Marine away. Possibly talk to
the NCOs about why no one took the time to question this Marine
and help him/her out. Reinforce the rule that we go out of our
way to help one another and that we have to watch out even more
for the junior Marines.)

8 . Your NCOs have informed you that the individuals in the
platoon work well together, understand each other, and get along
with one exception. There is a constant problem over the type
and volume of music being played in the barracks after hours.
The problem is not only music; it's racial. Some blacks like rap
music and some whites like rock; neither group likes the other's
music. The music and the arguments keep getting louder. The
NCOs are concerned that this situation is going to affect the
working relationship of the Marines and may escalate into a
racial problem in general .

What leadership fundamentals are lacking?

{Esprit de Corps, discipline, and lack of harmonious
relations between unit members . )

What is the best course of action in this situation?

(Very realistic scenario. Mention Walkmans on deployment.
Marines need to realize that as a unit and as Marines, they can't
let music come between them. What's needed is mutual respect,
consideration for others, and self -discipline . Enforce a volume

16-28

limit and within rooms have roommates work it out. Headphones
are a solution. This isn't a question of rights; it's a question
of common sense and consideration for fellow Marines.)

9. You are invited by a fellow platoon commander to go to a bar.
While there, you notice some of your Marines and exchange
greetings. Later in the evening they offer to buy you a drink and
sit down to talk. While talking, you notice that they drop the
"sir" and "lieutenant." You didn't correct them in order to
avoid any discomfort to them or yourself. The next day, your
platoon sergeant mentions that he/she heard you had a pretty good
evening and were getting pretty tight with some of the troops.

What indicators are lacking?

(Discipline . )

What is the best course of action to take in this situation?

(The biggest mistake was in not correcting the Marines in
the bar. At this point it probably isn't a good idea to make a
big deal out of it. Let it lie, but DO NOT compromise yourself
in that manner again. If any of those Marines tries to be overly
familiar in the future, you must make it very clear to them that
they are way out of bounds.)

16-29

€

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

LEADERSHIP ROLES

1. Introduction . General Bruce C. Clarke, USA (Ret) stated,
"Rank is given you to enable you to better serve those above and
below you. It is not given for you to practice your idiosyncra-
sies." In fact, the greater your rank, the greater are your
responsibility and authority to influence the action to accom-
plish your mission and enhance your Marines' welfare. This
authority and responsibility is inherent in your role as a Marine
leader .

2 . Overview . During this discussion we will examine Marine
leaders' roles, traditional tasks and duties, interrelationships,
and how to establish and maintain these relationships. We will
look at rank structure, and discuss its role in defining the
Marine team. This understanding will aid you in the future to
mold your next unit into a cohesive and efficient fighting
machine .

3. References . The following provide additional information on
leadership roles in the Marine Corps :

The Marine Officer's Guide
Handbook for Marine NCO ' s

4. Discussion Leader Notes. Not applicable.

5 . Discussion

a . How an established rank structure aids the Corps in
carrying out its mission.

(1) Marines exercise their duties, responsibilities, and
authority within the Corps' organizational structure; without
organization, the Corps would be a shapeless, ineffective force
unable to carry out its assigned mission.

(2) The success of the Corps depends upon all Marines
carrying out their duties and responsibilities to ensure mission
accomplishment .

17-1

b . What does the rank structure provide for?

(1) A set chain of command provides the "who is in
charge" structure required to get things done.

(2) Standardized organizational structure provides a
base that allows personnel to move to different billets within
the Corps and still understand what is going on.

(3) Established lines of communication define the "who
needs to know" for the decision making process in the chain of
command .

(4) Decentralized execution allows orders to be executed
at the lowest organizational level affected by the decision.

c . Discuss the role a Marine is expected to fulfill in the
structure .

(1) Two major roles a Marine is expected to fulfill are
institutional (the role as a professional) and organizational
(how a Marine functions in his/her role in the unit) .

d . Institutional roles a Marine is expected to fulfill.

(1) An American fighting man in the Corps

(2) A Marine in his/her role as either an enlisted Marine
or officer.

(3) A Marine serving in a specific grade.

(4) A Marine serving a specific MOS

(5) A Marine serving as a role model, an example for
others combining all of the above.

(6) These roles center on the ideas and goals of expected
behavior for Marines by the Marine Corps as a professional insti-
tution. The leadership traits and principles are examples of
institutional behavioral ideals and goals for Marines.

e . Institutional ideals and goals Marines are expected to
live up to.

17-2

(1) Adherence to the Code of Conduct.

(2) Service to the country through mission
accomplishment .

(3) Being prepared to inflict death or injury on an enemy
during war .

(4) Complying with the basic customs, courtesies, and
traditions of the Corps .

(5) Serving as an example to subordinates in the perform-
ance of duty, in the sharing of hardship and danger, and above
all in upholding the high standards of moral and ethical
behavior .

f . Organizational roles Marines perform in their units.
Organizational roles are often linked with or incorporated with
institutional roles. These roles include additional expected
behavior that goes with a specific unit, such as a member of the
disbursing branch, recon battalion, or an aviation maintenance
section. Such roles:

(1) Enable the individual to identify with the unit.

(2) Set the organization apart and give it a special

nature .

(3) May require the individual to adopt special customs,
a different manner of dress, and a general personality
characteristic .

g . How does being a senior affect your role?

(1)

Your

understanding

of what role you should play.

(2)

Your

subordinates '

expectations .

(3)

Your

institutional

and organizational roles.

(4)

Your

acceptance of

your responsibilities in your rank

and position.

(5) Your subordinates' realization of your responsibility
for mission accomplishment.

17-3

(6) Your subordinates' recognition that your ability to
influence a given situation is limited.

(7) The standards and ethics of the Corps and your unit.

h . What do subordinates expect from their leaders?

(1) Honest, just, and fair treatment.

(2) Consideration due them as mature, professional

Marines .

(3) A climate of trust and confidence.

(4) Acceptance of their errors and being allowed to learn
from them .

(5) Personal interest taken in them as individuals.

(6) Loyalty.

(7) The best in leadership.

(8) That their needs be anticipated and provided for.

(9) To be kept informed.

(10) Clear-cut, positive decisions and orders which are
not constantly changing.

(11) Demands on them that are commensurate with their
capabilities .

(12) That work be recognized, and publicized when
appropriate .

i . What do seniors expect from their subordinates?

(1) Fulfillment of your organizational roles.

(2) Responsible behavior and use of initiative.

17-4

(3) Loyalty to seniors as an example for subordinates and
peers by giving willing and obedient service to orders, whether
in agreement or not.

(4) If conflict exists, displaying the moral courage to
bring it to the senior's attention.

(5) Using abilities for the good of the mission.

(6) Take action even though complete information may not
be known .

j . How do Marines function and interact with one another
within their institutional role?

Our day to day contact with one another as professional
Marines crosses both unit and organizational boundaries and
includes direct and indirect contact during business, social, or
other nonsocial activities. Individuals interrelate in their
institutional roles as members of the "Marine Team" and the "Band
of Brothers", and as Marines in general during their day to day
relationships .

k . How do Marines function and interact with one another
within their organizational role?

The primary interrelationship is based on your organiza-
tional role. Here, operating within the authority of your
position, you work to accomplish your mission, and see to your
Marines' welfare. Within this role you are a senior, a peer, and
a subordinate. Your effectiveness in accomplishing these roles
is the result of your ability to function as a link in the chain
of command by providing communication to subordinates regarding
unit goals and objectives. As the senior you provide communica-
tion up the chain of command on your Marines ' requirements to
accomplish the mission.

1 . Impact when a Marine fails in his/her individual responsi-
bilities in his/her institutional role.

(1) Loses credibility.

(2) Overall prestige, respect, trust, and confidence and
that of the Marine Corps are damaged.

17-5

(3) Sets a poor example for seniors, peers and
subordinates .

(4) Failure may condone or reinforce the acceptance of
lower standards of conduct, professionalism, discipline, morale,
and esprit.

m. Impact when a Marine fails his/her individual responsi-
bilities in his/her organizational role.

He/she may disrupt the normal functioning of the chain of
command and communication flow. These problems may result in the
senior's feeling the need for closer supervision, loss of confi-
dence in subordinates, or feeling the need to personally make all
the decisions.

n . Tasks and duties normally associated with officers.

(1) General officers provide long range goals and objec-
tives, general guidance, and acquire the resources necessary to
accomplish them.

(2) Field grade officers develop the plans and policies
to achieve the goals and objectives within the guidance, assign
missions to units, and allocate the resources.

(3) Company grade officers implement and execute the
plans and their assigned mission to accomplish the goals and
objectives utilizing the resources provided.

(4) Officers exercise command.

(5) Officers are accountable for mission accomplishment.

(6) Officers are accountable for unit readiness and
performance .

(7) Officers set standards for units' performance.

(8) Officers are responsible for unit training.

(9) Officers delegate authority.

(10) Officers administer punishment under the UCMJ.

17-6

(11) Officers are responsible for the development and
training of officers, SNCOs , and NCO ' s

(12) Officers are expected to support their Marines.

o . Traditional tasks and duties for noncommissioned
officers. The NCO must be:

(1) A heroic leader who ensures unit success and is
prepared to assume command of fighting units whose leaders have
fallen. The NCO must be highly trained in warfighting skills.

(2) An accomplished small unit leader who knows his/her
Marines and looks out for their welfare. He/she must be willing
and able to step forward and take charge in directing the efforts
of the unit toward the desired end. This is true whether the
unit is a rifle squad, tank crew, work section, or maintenance
shop. He/she must available and approachable, a willing listener
and advisor, able to help Marines resolve personal and profes-
sional problems.

(3) A front line supervisor. Effective NCO performance
provides necessary unit cohesion.

(4) A technically proficient trainer / teacher and a role
model dedicated to upgrading the performance of his/her Marines.
As a teacher, the NCO provides the necessary instruction for the
skill development of subordinates and the team building for
coordinated action. As a role model, he/she sets the standard
for how Marines should act.

(5) An enforcer of Marine Corps rules and regulations.
He/she maintains professional standards and discipline.

(6) An advisor to the commander, providing necessary
information to permit the commander to make qualified decisions,
and to assist in problem solving.

p . Specific tasks and duties of NCOs .

(1) Train subordinates in their MOSs and basic military

skills .

(2) Be accountable for actions of their squad, section,

team.

17-7

(3) Enforce standards of military and physical
appearance .

(4) Ensure supervision, control, and discipline of
subordinates .

(5) Assist in personal and professional development of

Marines .

(6) Provide the communication link between the individual
Marine and the organization.

(7) Plan and conduct the routine daily operations within
the policies established by the officers.

(8) Maintain the appearance and condition of unit billet-
ing spaces, facilities, and work areas.

(9) Maintain serviceability, accountability, and readi-
ness of assigned arms and equipment.

(10) Support, follow, and implement policy established by
the officers.

(11) Maintain mutual respect with commissioned officers.
This complementary relationship has a traditional, functional,
and legal basis.

q . Roles /responsibilities of peers.

(1) To support and help each other.

(2) To compete in the spirit of enhancing esprit and
mission accomplishment, and perfecting unit performance.

(3) To share victories, hardships, and lessons learned.

(4) To exert positive influence on their comrades by
setting examples of obedience, courage, zeal, sobriety, neatness,
and attention to duty.

r . Role of lance corporals and below.

17-8

(1) These Marines get the job done. No matter how diffi-
cult, how dangerous, how dirty, how heavy, how hot, how cold, or
how wet, they get the job done.

(2) They carry out the General Orders of a sentry and
other general and special orders, duties, and tasks assigned.

s . Some ways a leader can enhance working relationships and
avoid duplication of effort and role conflict.

(1) Understand your role as the key to assisting you
subordinates and seniors .

(2) Know the roles of seniors, peers and subordinates.

(3) Ensure your subordinates know and understand their
roles and the roles of others around them.

(4) Train subordinates to accomplish their role, and be
prepared to perform the role of their immediate supervisor.

(5) Provide subordinates feedback on how well they are
accomplishing their role, and counseling them when necessary.

(6) Delegate the necessary authority for subordinates to
accomplish their role, and ensure they realize what they are
accountable for.

(7) Give them the necessary resources and freedom of
action to accomplish their tasks.

(8) Give them the respect due their position and require
others to do the same.

(9) Adhere to the standards of the Corps.

(10) Maintain open communication lines and squelch rumors.

(11) Ensure subordinates are capable of accomplishing
assigned tasks.

t . What references aid us in role clarification.

17-9

(1) The Marine Officer's Guide- Chapters
11, 16, 17, 21, 22, and 24

(2) NCO Handbook- Chapters 1,12,13,14,15,17,18,19,21.

(3) MOS Manual

(4) Promotion Manual

(5) Appropriate FM/FMFM ' s

(6) Unit mission statements

u. Summary . Review the purpose statement with the group,
and recap the major points discussed.

6 . Appendices

Appendix A: Combat Leader's Code

17-10

APPENDIX A

LEADERSHIP ROLES

COMBAT LEADER'S CODE

You are a leader. The combat efficiency of your unit
depends largely upon you and your ability to lead. You must
inspire your Marines to perform their duties in keeping with the
highest traditions and standards of the Marine Corps. If you are
to lead Marines into battle and perhaps to their death, there are
certain things you must know. There are certain qualities you
must develop. There are certain things you must do.

You must know your job and do it well. You must know how to
control and employ your unit under varied conditions in the
attack, in the defense, on patrol in the jungle or desert, in
built-up areas, in mined and booby trapped areas, in every situa-
tion, climate and place wherever your unit is required to fight.
You must be skilled in the military sciences and in use of
weapons with which your Marines are equipped. You must know how
to employ these weapons and the damage they will inflict upon the
enemy, his fortifications, weapons, and equipment. You must
ensure your Marines know the basics: care and use of weapons and
equipment, camouflage, fire and maneuver, cover and concealment,
preparation of fighting positions, use of supporting arms, land
navigation, discipline, hand to hand combat and other essentials
on how to fight, survive, and win on the battlefield.

You must know your Marines and take care of them. You must
learn all you can about each Marine in your unit: their
background, their problems, their strong and weak points, their
military skills, their endurance and courage. This knowledge
will help you to predict and influence their actions; it will
enable you to make the most of each Marine's abilities. You must
maintain the esprit de corps of your unit by molding the
individual spirits and talents of your Marines; by taking an
interest in each individual; by taking care of them before taking
care of yourself; by treating them fairly and firmly; by provid-
ing tough, realistic, fundamental training to ensure their
success and survival; by thrusting goals into their lives to
improve themselves, our Corps and Country. You must develop in
them a deep pride to keep their honor clean. By knowing your
Marines, you can teach them more effectively. You must prepare
them mentally and physically for the demands of combat. You must

17-11

instill an unconquerable, aggressive spirit which will make them
desire to close with and destroy the enemy. You must build a
feeling of comradeship and brotherhood, a team spirit that will
make then, victorious in battle and determined never to accept
defeat. You must cultivate in them self-confidence; self- disci-
pline; a sense of responsibility; the persistence to overcome all
obstacles; a sense of duty, honor, and love of Corps and Country.

leu rust kncv; yourself and be a professional in every sense
of the word. You must know your strong and weak areas and
improve them. Your attitude should be positive and enthusi-
astic. Your performance and bearing should be beyond reproach.
You must be thorough. You must be loyal to seniors, to peers,
and to the Marines in your charge. Your integrity must be
unquestionable. You must be morally responsible and worthy of
special trust and confidence. You must communicate effectively,
maintain a sense of honor, and remain flexible. You must keep
your word, keep your head, and keep your temper.

It is not only what you know that's always important. It's
what you do, and how and when you do it that counts. Positive
action is the key. The best way to gain the confidence and
respect of your Marines is to set a strong example. You must be
a fighting example to your Marines. Treating them with dignity
and respect and being calm, courageous, and decisive in combat
will inspire your Marines to function effectively as a fighting
team, to assault hot landing zones, hump backbreaking ridges,
follow you to hell and back, and go the last hundred yards to
victory!

17-12

■

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

LEADER STYLES

1. Introduction . Our goal as Marines is to fight and win wars.
We accomplish this goal by drawing upon experiences gained from
reading, through personal experience, and often from techniques
passed down from Marine to Marine. Leadership is the life-blood
of the Marine Corps. Unfortunately, there is no single manual or
course of instruction that teaches the many styles of leadership.
Instead, it is up to each Marine to capture his/her own ideas and
lessons learned, combine them with current Marine Corps doctrine,
and pass on to their fellow Marines the importance of leadership.

2. Overview . The purpose of this discussion is to show that
different situations dictate different leadership styles. In
addition, it will offer suggestions on how to identify the most
appropriate leadership style for a given situation.

3. References . The following provide additional information
about leadership and its various styles:

FMFM 1 - 0 , Leading Marines

4 . Discussion Leader Notes

a. By the end of this discussion, all attendees should be
able to identify the four types of leadership styles as
discussed .

b. Use various scenarios and reference to aid in the
identification of corresponding leadership styles.

5 . Discussion

a. Leadership style is the behavior pattern of a leader, as
perceived by his/her Marines, while the leader is attempting to
influence, guide, or direct their activities. Therefore, a
Marine's leadership style is not always determined by his/her
thoughts, but rather by the subordinate's. A leader must always
be aware of this perception and how to best approach subordinates
in various situations.

b. Leadership styles range from autocratic, the degree of
authority used by the leader, to democratic, the degree of

18-1

authority granted to the subordinate. The following are the
four most common styles of leadership found in the Corps today.

(1) Telling Style. One-way communication characterized
by the leader making a decision and announcing it without input
from subordinates. In a crisis, the leader is expected to be an
authoritarian. As leaders, Marines are expected to always be
ready to step to the forefront and take control of any given
situation. As warfighters there will be times that we will make
decisions without input from subordinates, especially during
tense and/or dangerous situations.

(2) Selling Style. The leader presents a decision and
invites questions and comments. This style allows subordinates
to know why and what went into the decision-making process.
Although this style only allows minimal participation from
subordinates, it provides an avenue for better understanding, and
when effectively used, it can further motivate those executing
the plan. Remember, perception is the key. When leaders take
subordinates into their confidence and foster two-way
communication, a degree of trust and respect is formed both ways.

(3) Participating Style. With this style, the leader
presents a problem, gets suggestions and makes a decision. Good
two-way communication between the leader and subordinates is
paramount for this style. Leaders should discuss possible
alternative solutions before making their decision. This
leadership style promotes initiative and ingenuity among
subordinates .

(4) Delegating Style. When using this style, it is
important that the leader's goals, objectives, and restrictions
are clear to subordinates. The leader defines limits and allows
subordinates to make decisions within those limits. This style
uses mission-type orders and guidelines to issue the leader's
intent. The subordinate then executes the plan and performs all
tasks both specified and implied with minimal supervision. This
style hinges on the trust and confidence the leader places in
his/her subordinates.

c. Style Variance. Leadership styles will vary depending on
the amount of authority the leader decides to use or delegate.
For example, when a leader is dealing with inexperienced
subordinates and has a mission to complete within a tight
timeline, the leader may use the telling style. On the other
hand, when a leader has multiple tasks to complete, the
delegating style could be a good choice. To exercise good

18-2

leadership, a Marine must be consistent; however, his/her
leadership style must be flexible since no one style is
applicable for all situations. Other factors that will influence
a particular style a leader will use are:

( 1 ) Ability, experience, and training of subordinates.
The greater the ability of a Marine or a group of Marines to
accomplish the mission/ task, the less direct supervision and
guidance needed.

(2) Motivation and willingness. The level of motivation
and willingness is directly proportional to the amount of "push"
the leader will need to exert to accomplish the mission/ task .
Motivated Marines are a by-product of effective leadership.

(3) Mission/ task . The more complex the mission or task,
the greater the need for specific direction from the leader as to
the who, what, when, where, why, and how, unless the subordinate
has relatively equal knowledge and experience of the mission/task
at hand.

(4) Size, composition, and organization. Larger groups
tend to be more diversified in composition and require greater
organization. A well-organized and well-led unit will produce
outstanding results.

(5) Expectations of subordinates. The expectations of
subordinates are especially important during transition periods
between leaders. During these transition periods, subordinates
"size-up" their new leaders. Therefore, the leader needs to be
aware that some confusion and difficulty may occur in the
communication process between the leader and subordinates because
of the difference in leadership styles to which they may be
accustomed.

(6) Trust in subordinates. The higher the degree of
trust a leader has in subordinates, the greater the degree of
flexibility the leader will have when choosing the proper
leadership style for a given situation. A low degree of trust in
subordinates severely limits the leader's options when choosing a
style of leadership.

(7) The leader's morals. The importance of high moral
standards cannot be over-emphasized. The title Marine is
synonymous with trust and responsibility. Marines must
understand that, along with the title, comes a burden of
responsibility to uphold our profession honorably. High

18-3

standards are expected of Marines, who must always act and carry
themselves accordingly. A leader positively reinforces these
standards by demonstrating high moral values in his/her own
leadership style. Leaders today must be at the forefront in
standing for what is right and just. Marines find comfort in
knowing that their leader is morally and ethically sound and can
always be counted upon to do the right thing. The right morals
and values must be the cornerstone of every leader's philosophy
and leadership style.

(8) The leader's degree of confidence. A confident
leader creates confidence in his/her subordinates. As a normal
rule, Marines react very well under cool and calm leadership,
especially when the leader displays this confidence under
stressful and/or dangerous situations.

( 9 ) The leader's success with a particular style of
leadership used before in a similar situation. Leaders have a
tendency to lean toward a particular style when it has been
successfully proven to work in the past under similar situations.
A proven leadership style is of value. However, just because it
worked once before does not mean that it will work every time.

( 10 ) The styles of leadership that the leader has been
exposed to in his/her time in the Corps. If a leader has been
exposed to a certain leadership style, especially early on in the
leader's career, this style has a tendency to influence the
leader regardless of whether the style was good or bad. Leaders
should continue to learn what works effectively for them, thereby
enhancing their own style of leadership. One must also make note
of what causes confusion and take measures to preclude this from
happening .

(11) The type of personality the leader possesses. All
Marines have a natural leadership style with which they are
comfortable. It is important to be oneself and not to make a
style of leadership work when it does not conform to one's own
personality. Marines can see through these types of leaders, a
fact that inhibits trust and respect between subordinate and
leader. Genuine care and concern will pay the type of dividends
that all leaders want to achieve.

d. Personalities . It is unrealistic to think that one style
of leadership can be used effectively to obtain the desired
results in every situation. Command is the projection of the
leader's personality. Leadership is closely related to one's
personality. A leadership style that works well for one may not

18-4

work well for another. Leadership styles are most effective
when they become an implementation of the leader's own philosophy
and temperament and when they fit the situation, task and the
Marines to be led. Marines should strive to promote all that is
positive in their style of leading.

e. Summary . The bottom line of leadership is to accomplish
the mission and look out for the welfare of those led. A
leader's style must be flexible enough to meet any situation
while providing for the needs of subordinates. One thing in
common among great leaders is the ability to read how people will
perceive a given order or action, and use the approach that will
effectively communicate the leader's orders to subordinates.
Never be afraid to use different styles because the situation and
those to be led will never be the same twice. Be dynamic and be
the best role model mentally, morally and physically that you can
be. Leaders today create the Corps of tomorrow.

18-5

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

LEADER AND FOLLOWER

1. Introduction . To be a good leader, Marines of all ranks need
to know their responsibilities as both a leader of Marines and a
follower. There should be no gray areas in these
responsibilities .

2. Overview. The purpose of this instruction is to discuss the
philosophy, policies, and relationships between leader and
follower, and the techniques for establishing and maintaining
proper senior-subordinate relationships. Finally, we will
identify and analyze some improper senior and subordinate
relationships .

3 . References

Marine Corps Manual , paragraph 1100 (establishes guidelines
for leadership and personal relationships)
Manual for Courts Martial, UCMJ Articles 92 and 134
Manual for Judge Advocate General of the Navy and Navy Regs
(establish individual authority and standards of conduct)

MCO 53 3 0. 3D Civilian Employment of Marine Personnel,
paragraph 10. (Outlines policies and regulations guiding
business relations between senior and subordinate.)
Webster's 9th New Collegiate Dictionary

4. Discussion Leader Notes. Not applicable.

5 . Discussion

a . Definitions

(1) Leader . A leader is defined by Webster as "one who
or that which leads . "

(2) Follower . A follower is defined as "one in service
of another, one that follows the opinions or teachings of
another, or one that imitates another."

(a) In the Marine Corps, this leader-follower is
discussed as senior-subordinate relations. Many join the Corps

19-1

to be leaders of Marines, but we must remember all leaders are
also followers of someone else. Thus, we come into the Corps to
be leaders--and we continuously talk about, read, and discuss
leadership--but the follower part, or f ollowership, is often
overlooked .

(b) All of your actions or inactions as a leader or a
follower may be perceived differently by each individual who
observes you.

Transition . Now let's look at the basis of our philosophy
concerning senior-subordinate relationships.

b . Philosophy

(1) The Marine Corps' basic philosophy on senior-
subordinate relations is found in pragraph 1100.3 of the Marine
Corps Manual (MCM) . "Effective personal relations in an
organization can be satisfactory only when there is complete
understanding and respect between individuals." It is further
defined in paragraph 1100.4:

Duty relationships and social and business contacts
among Marines of different grades will be consistent with
traditional standards of good order and discipline and the
mutual respect that has always existed between Marines of
senior grade and those of lesser grade. Situations that
invite or give the appearance of familiarity or undue
informality among Marines of different grades will be
avoided or, if found to exist, corrected.

(2) The following guilelines for commanders contained in
the MCM apply to all seniors, officer, SNCO, NCO, and enlisted.
Commanders will:

(a) Strive for forceful and competent leadership
throughout the entire organization.

(b) Inform their Marines of plans of action and
reasons, whenever it is possible and practical to do so.

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(d) Assure that all Marines/Sailors of the command
are acquainted/ familiar with procedures for registering
complaints/problems, together with the action taken to resolve
them .

(e) Build a feeling of confidence which will ensure
the free approach by subordinates for advice and assistance not
only in military matters, but for personal problems as well. In
other words, be approachable, both personally and professionally

(3) Additionally the Marine Corps' philosophy includes:

(a) The concept that there should exist a "spirit of
comradeship in arms" between seniors and subordinates in the
Corps. This mutual understanding of their roles as the senior
and the subordinate establishes the "Brotherhood/Sisterhood of
Marines." As part of this unique bond, each Marine shares the
common experience of depending upon fellow Marines for
accomplishing the mission.

(b) The senior-subordinate relationship is based on
a mutual trust and understanding and thrives on trust and
confidence .

(c) The "teacher and scholar" relationship is
outlined in subparagraph 1100. 4. b. of the MCM, i.e., the
commander has a responsibility for the "physical, mental, and
moral welfare, as well as the discipline and military training"
of his/her subordinates.

Transition . Let's now look at the Marine Corps' policies
governing senior-subordinate relations.

c . Marine Corps Policies

(1) Policies governing the senior-subordinate
relationships can be found in the following:

(a) Manual for Courts-Martial, Uniform Code of
Military Justice (Article 92 and 134) , Manual of the Judge
Advocate General of the Navy, and Navy Regulations which
establish individual authority and standards of conduct.

(b) Marine Corps Manual (paragraph 12100)
establishes guidelines for leadership and personal relationships

19-3

(c) MCO 5330.3 outlines policies and regulations
guiding business relations between seniors, subordinates and
civilian employees.

(d) CMC White Letters, club regulations, and housing
directives specifically address special situations surrounding
senior-subordinate relations in the Corps.

(2) We are guided generally in our relationships by
certificates of appointment, both officer and enlisted. These
certificates are commonly referred to as promotion warrants.
These documents:

(a) Establish the basis of your rank, status,
authority, and responsibilities.

(b) Establish that very "special trust and
confidence" between the senior and junior to perform your duties
in the best interest of the Corps.

(d) State you are subject to the orders and
directions of seniors.

(e) Support the U.S. Supreme Court ruling that, "the
taking of the oath of allegiance is the pivotal fact which
changes the status from that of civilian to that of a [Marine] . "

(3) Marines must know what is unacceptable between
ranks--both officer and enlisted--whether in the work place or a
social setting. These parameters should be dictated by the senior
Marine in a manner that will not embarrass the junior.

Transition . It is now time to look at the relationship
between leadership and f ollowership .

d . Relationship between Leader and Follower

(1) Every follower is potentially a leader and every
leader is also a follower.

19-4

(a) The most effective follower is that individual
who has proven leadership abilities and who is loyal, dependable,
obedient, and dedicated to uphold their responsibilities and
perform their duties to the best of their ability, as well as
exert positive influence upon their fellow Marines.

(b) Followership must be an integral part of our
philosophy, for it is the base upon which future leaders are
tempered and its enhancement among subordinates will ensure that
professionalism is keyed at all levels--f ollowers , as well as
leaders .

(c) The most effective leaders are good followers.
They set the example of followership and leadership for their
subordinates. Subordinates watching the example of a leader can
only be expected to exhibit the same degree of "followership"
they observe. Leaders cannot pick and choose the orders they
will or will not follow. This could set the stage for a double
standard which will compromise their position and confuse the
follower .

(2) We spend most of our formative years in following
(and demonstrating signs of leadership) and though we study and
try to abide by the leadership principles, we tend to copy the
style and methods used by former leaders . We pick out some
leader, or the strong points of several leaders whom we have
followed, and try to emulate them. Marines can also learn what
not to do by observing poor leaders using poor leadership. In
theory, if a follower could acquire a combination of the good
features they have observed in their leaders, they would command
the qualities of the ultimate leader. So there is a very close
relationship between leadership and followership.

(3) The follower must have a personal commitment to the
successful completion of his/her mission or assigned task. The
most effective follower is the one who accepts the necessity for
compliance and who is committed to placing the needs of others
above his/her own. Dedication is a commitment to a system or
ideal. It is the vehicle of self discipline, competence,
responsibility, and professionalism; it is the follower's
guideline. Leaders are useless without followers, and followers
are useless without leaders.

(4) Leaders must treat their followers as Marines and as
individuals. Marines stripped of their dignity, individuality,

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and self-respect are destined to mediocrity and are potential
"problems." The leader must ensure that what is best for the many
can be achieved without cramping the life style or withering the
individuality and initiative of those who follow. Leaders can
achieve loyalty, obedience, and discipline without destroying
independence .

(5) The leader must realize each Marine is a unique
individual, and that it is natural to treat each one differently.
The leader who claims: "I treat all my Marines alike, " is
confusing leader- follower relations with policy. Leadership
relations with all followers should be consistent (i.e., fair,
firm, understanding, etc.); their policies must not fluctuate
(all shoes will be shined daily and everyone will have a
regulation haircut) ; their actions should be reasonably
predictable to their followers, who must know what is expected of
them. The Marine from the Bronx who comes from a broken home,
however, is different from the Marine from a Kansas farm with
close knit family ties--the leader will find it most difficult to
counsel, communicate with, or otherwise treat these Marines
alike .

(6) Most Marines expect and seek tough training or they
wouldn't have joined in the first place; but Marines can be
tougher, perform better in garrison, and fight harder in combat
if their leaders show they care. Making Marines feel they belong
and treating them with dignity and respect, makes them feel
important and valuable.

Transition . Let's now work on developing good f ollowership .

e . Developing- good Followership

(1) A leader is responsible for the development of good
followership. Suggestions include:

(a) Listening--to be an effective listener, you have

to practice.

(b) Encouraging subordinates to become innovative
and self -starting .

19-6

(d) Delegating authority to subordinates and holding
them accountable.

(2) Develop a sense of dedication and commitment to the
mission at hand. This will be the vehicle of self -discipline ,
competence, responsibility and professionalism, which are key to
good f ollowership .

Transition . Now let's cement the bond between leader and
follower with various techniques for establishing and maintaining
proper senior-subordinate relationships.

f. Techniques . The following techniques are proven methods
leaders can use to teach and instill proper senior-subordinate
relations . Employment of these techniques will add to their
"people skills " :

(1) Subordinates should not just be a number or a face.
Learn their names .

(2) Never speak ironically or sarcastically to a junior
Marine. They don't have a fair chance to answer back.

(3) Build pride and respect; don't ridicule or humiliate.

(4) Ask juniors for their opinion and be an active
listener .

(5) Keep your door and mind open for feedback. Be
approachable .

(6) Followers frequently have advice that can save you.

(7) Give public credit to subordinates for adopted
suggestions. Praise in public/counsel in private.

(8) Don't over-supervise, but coach your Marines to do a
good job.

(9) Tend to the welfare of those for whom you are
responsible .

(10) Leaders and followers may have a firm and forthright
friendship. There may be comradeship. Frank, intellectual

19-7

discussion and the exchange of warm humor is proper. There is
never a place for familiarity.

(11) If you have to be tough, be fair and impartial.

(12) Be flexible. Adjust your style to the need.

(13) Be aggressive and show courage.

(14) Look, sound, and act the role of a leader.

(15) Support your Marines with a strong personal example.

(16) Never be afraid to admit you were wrong.

(17) There is much to learn even from leaders who don't
have it all .

(18) Visit unit members in the hospital, homes, barracks,
sporting events, etc. You will be surprised at what you will
learn, and the message you will send to your unit.

Transition . Here are some definitions and examples of
improper senior-subordinate relations.

g . Improper Senior /Subordinate Relationships

(1) Marine Corps Manual paragraph 1100.4 defines an
"improper" relationship as: "A situation that invites or gives
the appearance of familiarity or undue informality among Marines
of different grades."

(2) The sentence states that familiarity and undue
informality between Marines of different grades is improper under
any circumstances. It further states that it is an improper
relationship if the situation invites or gives the appearance of
familiarity or undue informality. A key point to remember is
perception is in the eye of the beholder. You may have a
relationship with a subordinate or junior that is totally above
board. If, for some reason, the unit perceives that relationship
to be improper, you must take steps to correct the perception.
Remember, perception and intention are usually opposite to each
other .

19-8

(a) Familiarity . This term identifies a
relationship akin to that of an intimate or near friend and is
characterized by close acquaintance.

(b) Informality . Informality refers to something
done without regard to rule or regulation and contrary to custom
or established precedent.

(c) Undue Informality. This phrase indicates a
complete absence of formality or ceremony. It is traditional and
proper that relations between seniors and subordinates be
somewhat formal at all times.

( 3 ) Examples .

(a) Fraternization .

[1] Newly promoted corporals are still going on
liberty to the enlisted club or to town with their old lance
corporal friends, rather than going with other NCOs .

[2] The company gunnery sergeant is dating a
female PFC in another squadron.

[3] A staff sergeant goes out with the company
clerks from the office for "just one drink," and stays until
closing time, and has to be carried home by his/her Marines.

(b) Sexual Harassment .

[1] The platoon commander tries to put pressure
on a lance corporal to go out on a date.

[2] The admin chief who leaves an indecent
"pin-up" on the office bulkhead- -which isn't appropriate in any
instance--despite the complaints from two Marine subordinates.

(c) Business Contacts. An excerpt of MCO 53 3 0.3_,
covers improper business contacts between seniors and
subordinates, and was written to prevent the subordinate from
being pressured into business dealings by the senior. Such
contract includes selling insurance, stocks, bonds, mutual funds,
or consumer products.

19-9

[1] The selling of insurance by an officer to the
Marines in his/her unit.

[2] A SNCO who rents an apartment to a clerk from

his/her office.

[3] The platoon sergeant who recommends a
"favorite" laundry to do the platoon's uniforms and receives a
special discount or free service on his/her personal
laundry/ cleaning .

Transition . The effects of improper relationships can
devastate a unit, betray the trust and confidence of its members,
and adversely affect its morale, discipline, and esprit de corps.

h. Effects . Even the perception of an improper relationship
must be guarded against. If someone thinks something to be true,
whether it is or not, it essentially is true to that person until
they have been convinced otherwise. Leaders have a
responsibility to clear up rumors and correct wrong perceptions.
Sometimes the only way to handle a perception problem will be to
modify the activity or relationship that is causing the wrong
perception .

Transition . Now that we have spent time looking more closely
at senior subordinate relations, are there any questions on
anything that I have covered during this period of instruction?

19-10

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

DEVELOPING SUBORDINATE LEADERS

1. Introduction . "A spirit of comradeship and brotherhood in
arms came into being in the training camps and on the
battlefields. This spirit is too fine a thing to be allowed to
die. It must be fostered and kept alive and made the moving
force in all Marine Corps organizations."

Major General John A. Lejeune.

2. Overview. The purpose of this discussion is to develop
subordinate leaders .

3. References . The following provide additional information on
developing subordinate leaders :

FMFM 1 - 0 , Leading Marines
Marine Corps Manual

Noncommissioned Officer's Handbook

4 . Discussion Leader Notes

a. In the natural order of things, Marines will be promoted
into ranks in which they must accept increasing amounts of
responsibility. We have a duty to those Marines to prepare them
for these future challenges. By doing this effectively, we also
guarantee that future generations of Marines will benefit from
our traditionally outstanding leadership.

b. Casualties will occur during war. When leaders become
casualties, and they will, someone must be ready to step into
their shoes. If that means that a lance corporal must lead a
platoon, then that is what will happen. Again, it is our duty to
prepare our Marines for that eventuality, for their sake and for
the sake of the other Marines in the unit.

20-1

"These men are in the formative period of their lives,
and officers owe it to them, to their parents, and to the nation,
that when discharged from the services they should be far better
men physically, mentally, morally than when they were enlisted. 11

General John A. Lejeune
Marine Corps Manual

c. Basically we have a moral obligation to develop our
Marines into better all around people. A big part of this
process is to develop their character to enable them to lead,
whether or not they continue on in the Corps .

d. Our philosophy of command stresses the need for
decentralized action. This demands initiative at all levels of
command, and that initiative can only come from solid leadership
throughout the ranks .

e. In a decentralized system, how important is leadership
throughout the ranks? Very important. A decentralized
philosophy of command demands initiative and leadership among
subordinate leaders. Warfare, which by its nature is filled with
confusion and the fog of war, demands leaders at all levels who
can think on their feet and take the initiative in unexpected
situations. So this is another reason why we must take time to
develop those leaders .

f . The relationship between officers and enlisted Marines
should " . . .be consistent with traditional standards of good order
and discipline and the mutual respect that has always existed
between Marines of senior grade and those of lesser grade." The
Marine Corps Manual talks about the "Father and Son" and "Teacher
and Scholar" relationship. What is meant by these phrases?

(1) "Father and son" means that the leader must provide
guidance, support, and direction to the subordinate leader. The
leader must be willing to spend time with his/her Marines and be
available to them. For example, a father has to decide whether
or not to let his son borrow the car. He does, but only because
he trusts his son. He trusts his son because over the years, his
son has proven himself responsible through his actions. Further,
his son understands his obligation to prove himself to his father
before being trusted with a major responsibility.

20-2

(2) A father must guide and encourage his son if that son
is to achieve. The father must also be willing to discipline his
son when the situation warrants such action. It is the same for
the leader of Marines. The teacher and scholar relationship is
self-evident. We must teach our Marines what they need to know
with the goal of developing them to the point where they can take
what knowledge we have give them and draw upon it to learn on
their own. We want the scholar to eventually surpass the teacher
if possible.

g. Additional points for possible discussion.

(1) Teacher/ Scholar-two way instruction.

(2) Looking out for Marines (pay, leave, awards) .

(3) Mission orders and then hold their feet to the fire.

(4) All leaders should make themselves expendable.
5 . Discussion

a. Insist on the use of the chain of command.

(1) Hold subordinate leaders responsible for the actions
of those under them.

(2) Delegate authority commensurate with responsibility.

(3) Decisions should be made and problems solved at the
lowest level in the chain of command.

b. Teach your subordinates what to do.

(1) Set standards and goals that can be met.

(2) Lofty goals and objectives have their place, but
subordinate leaders need day-to-day objectives.

(3) Instruct on what you want done, trying to avoid the

how .

(4) As general of the Army Omar Bradley wrote, "There is
no better way to develop a person's leadership than to give him a

20-3

job involving responsibility and let him work it out. We should
try to avoid telling him how to do it. That principle, for
example, is the basis of our whole system of combat orders. We
tell the subordinate unit commander what we want him to do and
leave the details to him. I think this system is largely
responsible for the many fine leaders in our services today. We
are constantly training and developing younger officers and
teaching them to accept responsibility. "

c. Recognize achievement and accomplishment.

(1) Judicious, timely, and effective use of meritorious
masts, meritorious promotions, awards, and special liberty will
enhance leadership in a command.

(2) Frequent oral and written encouragement also serves
to raise morale and initiative. However, do not give out awards
like candy, for this tends to lessen their worth and
effectiveness. Marines are not stupid, and they know who among
them deserves recognition and who doesn't. When an undeserved
award is given out, it cheapens the meaning of that award for
those who really deserve them and demotivates those who have
worked hard and received no recognition.

d. Give those that demonstrate potential increased
responsibility .

(1) Use natural leaders to their fullest extent.
Outspoken individuals sometimes can be a valuable aid in
influencing subordinates .

(2) Use the "hard chargers" to the maximum extent
possible. This should again raise the example of the father and
son, with the son being given even greater responsibility as he
proved that he could handle it. Also, it is just common sense,
since we must allow our Marines to crawl before they can walk.

e. Give positive and direct correction of errors in judgment
and initiative.

(1) Honest mistakes can be tolerated if used as teaching

points .

20-4

(2) Correction of error early in the development of
subordinate leaders will enhance their growth. Do not let
mistakes grow into sore points.

(3) Mistakes are to be considered essential to the
learning process and thus cast in a positive light. The focus
should not be on whether the leader did well or poorly, but on
what progress he/she was making overall to develop as a leader.
Damaging the leader's self-esteem, especially publicly, should be
strictly avoided. The key here is that we don't want to totally
destroy a potentially good subordinate leader for making an
honest mistake -- he/she is trying to learn. By focusing on what
went wrong rather than on what the leader did wrong, the lesson
is learned and the subordinate retains some measure of
self-confidence .

f. Encourage initiative and resourcefulness.

(1) Initiative is the stimulant to growth for any
organization .

(2) Recognize a new way to accomplish a task.

(3) Resourcefulness is desirable in all leaders. A
subordinate who is an initiator and resourceful is highly
desired .

g. Hold subordinates responsible for their actions.

Not only are subordinate leaders responsible for their
personal actions, they are also responsible for the actions of
those they lead. This is sometimes a tough message to get across
to subordinate leaders.

h. Instill values.

(1) Leaders must emphasize the core professional values
of our leadership philosophy; i.e. loyalty to the nation and the
Marine Corps, loyalty to the unit, personal responsibility, and
selfless service.

i. Accept increased responsibility willingly and insist that
subordinates do the same.

20-5

"Can do" is a motto that bears attention. Seeking
responsibility is the mark of a leader. As leaders we must seek
increased responsibility for ourselves and our subordinates .

j . Stress the fact that the leader must be approachable by
subordinates in an informal but not a familiar way.

This is not an open door policy. It means a frank, open
approach to problems or mistakes . A relationship must be
fostered between subordinates and leaders that is based on trust
and confidence, not on fear of retribution. Familiarity,
favoritism, or undue friendliness are not the marks of a leader
and must be avoided at all costs.

k. Ensure subordinates receive the proper feedback about
their performance through timely counseling.

Subordinates will continue to make errors unless they are
guided along in the right direction. Additionally, counseling
lets them know that you are concerned with their development.

6. Summary . You have the responsibility to look after the
training and development of your subordinate leaders. If you fail
to do this, you will not only damage the effectiveness of your
unit, but you will possibly negatively impact the Marines who
serve under your subordinates .

20-6

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

COMBAT LEADERSHIP

1. Introduction . Combat leadership is the application of
leadership traits and principles under conditions of extreme
stress caused by enemy fire or the high probability of direct
physical contact with the enemy. It is not necessary to have
experienced combat to understand the essential requirements for
leading men under stress. However, it is a fundamental
responsibility of the leader to be mentally prepared for the
experience of battle, and to adequately prepare one's Marines for
this event.

2. Overview. The purpose of this period of instruction is to
stimulate dialogue relating to the role of the leader in a combat
environment. This discussion is intended to enhance the
understanding and appreciation Marines have for developing
leadership standards within their unit that will contribute to
combat readiness. This will help to instill an understanding of
the leader's role in combat and to enhance your ability to apply
requisite leadership skills to be successful in a hostile
environment .

3. References . Include the following:
Determination in Battle by Ma j Gen T.S. Hart

Battle Doctrine for Front Line Leaders for 3d Marine Division
Combat Leadership by S.L.A. Marshall

Americans in Combat excerpt from The Armed Forces Officer

Legacy of Esprit and Leadership by Ma j Gen John A. Lejeune

Peleliu - Recollections of a PFC by E.B. Sledge

Combat Service Support Case Study

Combat Leadership Problems

Men Against Fire by S.L.A. Marshall

Battle Leadership by Adolf Von Schell

4 . Discussion Leader Notes

a. Effective combat leadership is the knowledge and
application of the unchanging concepts of human behavior in
battle, and a mastery of the ever-changing tactics, doctrine,
equipment and weapons necessary for combat . Preparation for

21-1

combat leadership is accomplished through study and training.
The appendices are provided to assist in this effort.

b. All appendices could be distributed prior to the
discussion so that all participants will have had an opportunity
to read these introductory articles. The discussion should
stimulate an interest in additional professional readings to
enhance your Marines' understanding of combat leadership.

c. Men Against Fire by S.L.A. Marshall and Battle Leadership
by Adolf Von Schell are highly recommended readings for the
discussion leader. Additionally, if all participants are also
provided an opportunity to read one or both of these books prior
to the discussion, the effectiveness of instruction will be
enhanced. However, this is not a requirement for conducting the
discussion .

d. Four hours should be scheduled for the discussion. If
films are available, consider utilization of a scene showing
intense combat from one of the recommended films prior to the
discussion's introduction. Another opportunity for utilizing a
film is after completing the first hour of discussion or after
the second hour.

e. This discussion guide is just that, a guide, and is not
meant to be the "end-all" of leadership instruction on the
subject. However, it does provide the basic points for
discussion. Only you, the leader, know what your unit needs
most, and therefore, you must evaluate what needs to be
emphasized, modified, or expanded.

f. When leading this discussion, remember that the
effectiveness of the group learning experience is primarily
dependent upon your preparation and your ability to fulfill your
duties as discussion leader.

5. Discussion . Today we will discuss combat leadership, a
subject vital to our existence. But first, let's find out:

a. WHO IS A COMBAT LEADER?

Let's read from a Marine's diary. "Briefly, the First
Battalion did not fare too well before they departed from
Guadalcanal. 'A' Co. left San Diego with a total of 196,
including corpsmen, in the company; when relieved from
Guadalcanal there were about 47 of the original company still
remaining. In three attacks to the west of Matanikan, between

21-2

Point Cruz and Kohumbona, 'A' Co. was assigned as lead Company in
the Battalion attack on November 2, 10 & 11, and took a large
number of casualties.

By the time 'A' Company was relieved, all the officers had
been killed or wounded; the First Sergeant was killed and the
Gunnery Sergeant wounded; two of the four platoon sergeants had
been wounded and more than half of the corporals and sergeants in
the company had been killed or wounded. For a time, the CO of
'A' Company was Sergeant Burgess."

(Extract from a Marine's Diary, Sgt . James Sorensen, Rifle Squad
Leader, Company A, 1st Battalion, 2nd Marines.)

b. Everyone is a potential combat leader regardless of rank
or MOS and should be prepared for that eventuality. Combat may
be just around the corner, and tomorrow each of us could find
ourselves in a combat leadership position.

c. Regardless of how well a unit or air crew is trained,
leaders must "steel" themselves for the first action. The first
time a unit comes under fire or meets the enemy is a very crucial
time. A unit hit by enemy fire for the first time tends to
become disorganized, and consequently less effective. The men
hit the deck, take cover, and wait for somebody to do something.
Generally, everyone, including fire team leaders, squad leaders,
and platoon leaders, react in this manner. This is the baptism
of fire, what may be the most important moments in the life of
the individual Marine and the unit.

d. If the unit or air crew fails to react properly and
overcome its initial fears, its failure will be reflected for a
long time in future actions. Confidence at this point is
essential, for it becomes contagious. The Marines in the unit
must have confidence in themselves, their comrades, and their
leaders .

e. At this crucial moment, if all leaders at all levels
supply the drive and enthusiasm needed to weld the unit together
as a team again, the Marines under their command will react
accordingly. If Marines are well disciplined and have been
trained for this moment, all that is necessary is the igniting
spark of leadership that will get the team moving again quickly.
Each leader must commence carrying out the troop leading steps.

6 . Troop leading steps

21-3

a. Although this discussion is not about troop leading
steps, they must know the basics; review quickly as appropriate.
If they don't know them, this will indicate where additional work
is required.

b. Your Marines' leadership and aggressive action will
provide contagious confidence that reassures every individual
during combat. Once aggressive action begins, the unit will
function as it has been trained to function. During this
discussion we will accomplish the following:

(1) Discuss the nature of combat.

(2) Discuss the leadership challenges faced in combat.

(3) Discuss how to develop combat readiness.
7 . The nature of combat

a. During this period we will discuss the nature of combat.
We will first define what we mean by combat, then identify the
various stresses that are characteristic of the combat
environment. Having identified the stresses, we will then
determine what effect they have on the individual Marine and the
leader. Our focus will be on the basic factors that are essential
for unit survival and accomplishment of the mission in combat.

(1) WHAT IS COMBAT?

(a) For our purposes, combat will be defined as
engaging the enemy with individual or crew served weapons; being
exposed to direct or indirect enemy fire; and otherwise
undergoing a high probability of direct contact with enemy
personnel and firepower, to include the risk of capture.

(b) All Marines, regardless of MOS, must be prepared
to succeed in combat. The fluid nature of modern combat
operations demands that everyone on the battlefield be ready to
fight and provide the necessary leadership.

(2) WHAT ARE COMMON ELEMENTS FOUND IN THE COMBAT
ENVIRONMENT?

(a) The combat environment varies for Marines
depending upon MOS, duties, tactics, type of conflict, etc.
(Discuss this for awhile and allow various group members to
describe what they have experienced or expect to experience in

21-4

combat. It would be useful to write down these inputs to assist
in defining the nature of the combat environment. It should
become clear that the real challenges facing Marines are
generally the same even though the experiences and situations
vary.) Some common elements found in the combat environment are:

[1] Confusion and lack of information.

[2] Casualties.

[3] Violent, unnerving sights and sounds.

[4] Feelings of isolation.

[5] Communication breakdowns.

[6] Individual discomfort and fatigue.

[7] Fear, stress, and mental fatigue.

[8] Continuous operations.

[9] Homesickness.

(b) In Appendix F, E. B. Sledge describes his
experiences as a PFC on Peleliu:

"For us, combat was a series of changing events characterized
by confusion, awesome violence, gripping fear, physical stress
and fatigue, fierce hatred of the enemy, and overwhelming grief
over the loss of friends. We endured vile personal filth in a
repulsive environment, saturated with the stench of death and
decay. . .

...In combat I saw little, knew little, and understood still less
about anything that occurred outside K3/5. We had our hands full
fighting and trying to survive moment to moment."

(c) In the January 1983 Marine Corps Gazette article
entitled "Understanding Limited War, " the author provides some
thoughts on what combat may mean to an individual .

"Nations may pursue war on a limited basis to ensure
survival, yet combatants pursue it in all its totality for the
same reason. To the individual engaged in isolated combat, there

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is no big or small battle, only the fight for survival,
fails to survive, that nondescript battle suddenly became
ultimate conflict. An isolated confrontation on a lonely
trail becomes World War III to the participant."

(d) Some additional questions to consider:

[1] How does the combat environment change
depending upon one's rank and billet?

[2] How can these differences present different
leadership challenges?

[3] How did/do the leadership challenges differ
between operations/missions in Desert Storm and Somalia?

(3) WHAT STRESSES DO YOU EXPECT TO EXPERIENCE IN COMBAT?

(a) List responses on a chalkboard. The following
should be discussed in detail:

[1] Extreme risk and fear.

[2] The "fog of war. "

[3] Discomfort and fatigue.

[4] Casualties.

[5] Boredom.

(b) The combat environment is characterized by long
periods of routine activity that tend to create a false feeling
of security. When combat actually occurs, it is frequently
sudden, unexpected, and characterized by extremely violent
action, savage behavior and intense danger. Everyone on the
battlefield, including headquarters and service support
personnel, must be prepared for combat at any time.

Now let ' s examine these stresses in greater detail to determine
their effect upon the individual Marine and you, the leader.

(4) WHAT ARE SPECIFIC SOURCES OF FEAR IN COMBAT?

21-6

(a) The possibility of being killed, wounded, or
captured is always present.

(b) The noise and sights of combat have a traumatic,
shocking impact upon the senses, causing confusion, and a sense
of chaos that may become particularly unnerving.

(d) Anticipation of the unexpected; constant anxiety
about the enemy's location, strength, or intentions. Knowledge
that if the enemy succeeds in creating a situation which was
totally unexpected, he may have a decisive advantage. This is the
element of "surprise" in reverse.

(e) Fatigue itself is a source of fear. As
individuals become physically exhausted, they may begin to
perceive themselves to be helpless or unable to continue to
fight. Air crews experiencing fatigue may begin to make critical
mistakes in maintenance procedures or may begin overext ending
their own capabilities and that of their aircraft.

(5) WHAT EFFECT DOES THE STRESS OF FEAR HAVE?

(a) Extreme fear brings out our instinct for
self-preservation. Survival is clearly a very strong motivation
and will generally be a priority concern. In combat, killing the
enemy helps remove that threat to your life. The alternative of
not killing the enemy increases the likelihood that he will kill
you .

(b) Physically, the body reacts when threatened or
there is anticipation of danger. During World War II, General
George S. Patton, USA, wrote a friend:

"It is rather interesting how you get used to death. I have
had to go inspect the troops everyday, in which case you run a
good chance... of being shot. I had the same experience everyday,
which is for the first half hour, the palms of my hands sweat and
I feel very depressed. Then, if one hits near you, it seems to
break the spell and you don't notice them anymore."

21-7

[2] Pounding heart.
[3] Irrational laughter.
[4] Sweating,
(d) Psychological reactions might include:
[1] Inability to make decisions.

[2] Over-fixation with minor details.
[3] Displaying lack of confidence.

(6) WHY IS IT IMPORTANT TO KNOW AND BE ABLE TO RECOGNIZE
THESE REACTIONS?

(a) The leader may not normally see these
manifestations /reactions in peacetime. Fear must be recognized
and dealt with promptly. Fear is infectious and can destroy the
effectiveness of a unit.

(b) Extreme reaction to fear occurs when the
individual confronts a situation where death appears to be
imminent. During such instances two basic forms of behavior have
been observed.

[1] "We fought like rats, which do not hesitate
to spring with all their teeth bared when they are cornered by a
man infinitely larger than they are."

(Statement of German soldier on Eastern Front during World War II
describing how they reacted when overrun by Russian hordes . From
Combat Motivation by Anthony Kellet.)

[2] "They sat there dumbly in the line of fire,
their minds blanked out, their fingers too nerveless to hold a
weapon." This has been termed "freezing under fire." From Men
Against Fire by S.L.A. Marshall, writing about soldiers on Omaha
Beach in World War II.

(7) WHAT IS IT THAT ENABLES MARINES TO OVERCOME FEAR?

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(a) (Allow some discussion) . Many experts have tried
to answer this question, however, center attention on the
following areas:

[1] Identity . Our identity as Marines conveys a
special meaning to our fellow Marines; one Marine will not let
another Marine down. The "felt" presence of another Marine who
is counting on you to do a particular job is usually sufficient
to overcome most fears.

[2] Discipline . Everyone is afraid in combat,
but this fear has to be controlled so that the job can get done.
All Marines must have the will power to force fear out of their
minds or to overcome it and replace it with action. Concentrate
on your job and actively support your fellow Marines. Everything
we do as Marines reflects on the quality of our discipline,
something we recognize as essential to success in combat.

[3] Esprit de corps. We are a Brotherhood of
Marines. Fierce pride in our Corps and our unit is a source of
enduring strength. "The Few, The Proud, The Marines" is more
than a recruiting slogan; it's a way of life.

[4] Tradition . We fight and win. Every Marine
must have knowledge of and pride in our history and traditional
values. We will do no less than the Marines who have come before
us .

[5] Training . Training develops confidence in
our leadership, our fellow Marines, and ourselves. It builds
morale, discipline, esprit, pride, and develops physical stamina
and teamwork.

(8) WHAT SIGNIFICANCE DOES FEAR HAVE TO YOU, THE LEADER?

(a) Though leaders share the same risks and fears,
they must be able to overcome their own fears, and provide the
leadership necessary to achieve success in combat. They must
understand the conditions that stimulate fear, and be able to
inspire confidence and courageous actions by their Marines.

(9) WHAT ARE THE CONDITIONS THAT STIMULATE FEAR?

(a) The unexpected. Whenever the enemy actions
appear as a surprise it will have a powerful impact upon your

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Marines. Being surprised by the enemy has been described as
causing the "will that controls fear to sag and crumble." At
such moments leaders must exert a strong influence upon their
Marines to maintain control over the unit's actions.

(b) The unknown.

[1] There is a tendency to think that the enemy
is much greater in strength or ability than he really may be. Do
not allow yourself to be deceived as to enemy strength or
capabilities through exaggerated impressions.

[2] Regardless of how well you or your Marines
are trained for combat, the first shock of realizing that the
enemy actually intends to kill you is a powerful factor everyone
will have to face. Until this threshold is crossed and your
Marines become accustomed to functioning under fire, the leader
must act decisively to ignite the confidence and individual
actions that will transform fear into an aggressive unit
response .

[3] The presence of a leader has tremendous
value in overcoming fear, particularly at night, in adverse
weather, or during lulls in the action when everyone's
imagination runs wild and Marines think they may be alone or
isolated .

[4] A feeling of helplessness. It is the leader
who must prevent this from taking hold. The leader must act to
direct and inspire the response against the enemy. Everyone has
a job that must be accomplished and it is the leader who must see
that everyone is doing what must be done. Action is a key to
preventing this feeling of helplessness from taking hold. Keep
your Marines engaged. Read or tell the story of the following
excerpt from Guadalcanal Diary to make the point that the timely,
reassuring presence of a leader is of immeasurable value to
combatants .

"He was firing from behind a log. His face was gray, his
eyes were dull and without hope. He stopped firing and looked
around .

'It didn't do any good, ' he said. His voice was flat, and he
was speaking to no one in particular.

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'I got three of 'em, but it don't do any good, they just keep
coming . '

Platoon Sergeant Casimir Polakowski, known as Ski, said,
'What the hell are you beefing about? You get paid for it don't
you? '

The kid managed a grin. As Ski crawled on down the line, the
boy, now a man, was once more squeezing 'em off."

This excerpt identified another important factor that helps the
individual "bear up" under stressful combat circumstances. The
importance of humor.

(10) WHAT ACTIONS CAN THE LEADER (YOU) TAKE TO HELP
OVERCOME FEAR?

(a) S.L.A. Marshall stated, "...even if they (the
troops) have previously looked on him (the leader) as a father
and believed absolutely that being with him was their best
assurance of successful survival, should he then develop a dugout
habit, show himself as fearful and too careful of his own safety,
he will lose his hold on them no less absolutely. "
Actions the leader can take include:

[1] Be fearless, confident, and decisive. Don't
let fear be reflected in your looks or actions .

[2] Ensure your Marines are able to recognize
the causes and reactions of fear. It is important knowledge that
will enable Marines to help their buddy.

[3] Instill a sense of unit cohesion, a belief
in the band of brothers concept, and develop esprit.

[4] Do not tolerate self-pity.

[5] Talk to your Marines and encourage them,
particularly just before a battle.

[6] Do not tolerate rearward movement especially
when under fire without your order.

[7] Take physical corrective action as

necessary .

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[8] If a subordinate appears to be losing
control, help him regain a positive control through direct
personal leadership and then let him continue to march.

(11) WHAT DO WE MEAN BY THE "FOG OF WAR?"

This expression describes both the literal fog
created by the dust, smoke, and debris of the battlefield, and
more importantly the mental fog of confusion and uncertainty
created by lack of knowledge of the enemy, the chaotic noise,
mental and physical fatigue, and fear.

(12) WHAT SIGNIFICANCE DOES THIS STRESS HAVE TO THE
INDIVIDUAL MARINE?

As with the condition of risk and fear, the
individual must be able to function in an environment that may
appear confusing and chaotic. By focusing his/her attention on
the task at hand, on working with fellow Marines, and on the
leader's commands, the individual will overcome this stress.

(13) WHAT SIGNIFICANCE DOES THE "FOG OF WAR" HAVE TO YOU,
THE LEADER?

The leader must be aware of the problems caused by
the confusion of battle. Tired as he or she may be, they must
realize that their Marines are equally tired. They must have yet
additional strength to see that commands are obeyed and essential
tasks accomplished. They must help cut through the fog and
confusion of combat by keeping orders clear, simple, audible, and
understood, ensuring that the unit continues to function as a
team. Most of all, they must make certain that their Marines
never become confused about their own unit's ability to fight.
Leader must ensure their units are a cohesive force on the
battlefield regardless of the chaos and confusion.

(14) WHAT DOES FATIGUE MEAN TO THE LEADER?

(a) The leader is not immune to fatigue. As he/she
becomes increasingly tired, he/she may lose the ability to make
decisions rapidly, and may become more easily confused,
disoriented, and ultimately ineffective.

(b) Leaders must understand the effects of fatigue on
themselves and on their Marines and know when to provide rest. In

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Appendix C, S.L.A. Marshall states: "Right on the battlefield,
with an attack pending they would halt everything to order a rest
or a sleep if they felt that the condition of the troops demanded
it." The leader must know when to rest, especially amidst the
chaos and confusion of battle. Without it, a unit will lose its
effectiveness as surely as if by enemy fire. The leader must be
able to recognize when fatigue is beginning to adversely affect
the unit . "

(15) WHAT ARE SOME KEY INDICATORS OF FATIGUE?

(a) Reckless disregard for the safety of the
individual or the safety of fellow Marines.

(b) Excessive caution or unwillingness to expose
oneself to even the slightest risk.

(d) Lack of concern for the cleanliness of weapons,
the condition of vehicles, or other essential equipment.

(e) Lack of attention to aircraft maintenance/ flight

procedures .

(f) Lack of concern for personal cleanliness; refusal
to shave, wash, eat, or drink.

(16) WHAT HAPPENS TO MARINES IF FATIGUE IS IGNORED?

As individuals become more fatigued their mental
condition can deteriorate from mere weariness to becoming a
psychological casualty. Rest is a preventive cure that works to
keep psychiatric casualties from occurring. (Appendix A provides
further insight on prevention of psychiatric casualties.)

(17) HOW DOES DISCOMFORT AFFECT INDIVIDUALS IN COMBAT?

(a) Admittedly, discomfort is probably the least of
a Marine's concerns when actually engaged in combat. However,
the degree to which he/she has been adversely affected by being
wet, cold, hungry, thirsty, or weary does have an effect on how
well he/she can respond to the enemy. Marines tend to develop a
high tolerance for enduring the extremes of weather and making do
without much support; however, there is a point where morale

21-13

begins to be affected and a unit 1 s actual ability to fight
becomes questionable. It is essential that the leader take care
of his/her Marines, and at the first opportunity, provide for dry
clothing, protection from the cold, food, or water. The
following excerpt from S.L.A. Marshall's book, Battle At Best,
describes how taking care of your Marines pays its dividend in
combat (The discussion leader can read this or relate the story) :

"At dark on 8 December, the snowfall ceased and the cold
intensified. Down along the canyon road near the water gate, a
brisk wind was piling the drifts as high as a man's head.

At the Battalion CP, which was partly sheltered by the canyon
wall, the thermometer read thirty degrees below zero. Up on the
wind-swept crags where Able Company was clearing Chinese dead
from the bunkers to make room for its own ranks, and at the same
time preparing to evacuate its own casualties down the iced
slopes of the mountain, it must have been a touch colder than
that, though there was no reading of the temperature.

All batteries had frozen. Weapons were stiffening. The camp
long since had run out of water because of the freezing of
canteens. To ease their thirst, the men ate snow and seemed to
thrive on it.

But of the many problems raised by the weather, the most
severe one was getting an average good man to observe what the
field manuals so easily describe as a 'common sense precaution. '

For example, prior to marching from Chinhungni , Captain
Barrow of Able had made certain that each of his men carried two
spare pairs of socks. But that safeguard did not of itself
ensure his force, though the men, with feet sweating from the
rigors of the day, were all at the point of becoming frostbite
casualties by the hour of the bivouac.

Let Barrow tell it. 'I learned that night that only
leadership will save men under winter conditions. It's easy to
say that men should change socks; getting it done is another
matter. Boot laces become iced over during prolonged engagements
in snowdrifts. It's a fight to get a boot off the foot. When a
man removes his gloves to struggle with the laces, it seems to
him that his hands are freezing. His impulse is all against it.
So I found it necessary to do this by order, staying with the
individuals until they had changed, then making them get up and
move about to restore circulation. '

21-14

That process, simple in the telling, consumed hours. By the
time Barrow was satisfied that his command was relatively snug,
it was wearing on toward midnight. Right then, his perimeter was
hit by a counterattack, an enemy force in platoon-strength-plus
striking along the ridge line from 1081 in approximately the same
formation which Barrow had used during the afternoon.

All that needs be told about this small action is summed up
in Barrow's brief radio report. 'They hit us. We killed them
all - all that we could see. We have counted eighteen fresh
bodies just outside our lines!" (Note: Captain Barrow became
our 2 7th Commandant.)

(b) In this case, looking after the men's welfare
was translated directly into enabling a company of Marines to
succeed in battle. Leaders must continually concern themselves
with the needs of their Marines so that they will be ready to
accomplish the mission.

(18) WHAT IS THE SIGNIFICANCE OF ENDURANCE TO THE
INDIVIDUAL MARINE?

Killing the enemy that is trying to kill you is only
half the battle; endurance is the other half. To the individual
Marine, enduring discomfort and fatigue and the other hazards and
stresses of combat is what must be done so that he can succeed in
combat. The individual Marine must be physically strong and
capable of perseverance. He/she must know that fatigue causes
the behaviors that we have described; the loss of concern for
survival, the erosion of will to fight, and a general apathy.
These must be resisted with self -discipline and the reservoir of
strength that is deep within every Marine. When necessary we
can, and will endure as Marines have done before.

(19) WHAT EFFECT DO CASUALTIES HAVE ON INDIVIDUAL

MARINES?

Seeing a fellow Marine go down has traumatic impact
upon the individual. Combat is a brutal event and casualties are
to be expected. The shock of seeing buddies wounded or killed,
and the possibility that it may happen to one's self adds to the
fear and apprehension of survivors; it increases the reluctance
to take risks and obey the leader. How individuals respond after
they take casualties is a key indicator of the effectiveness of
their training, self -discipline , and preparation for combat.

21-15

(20) HOW SHOULD MARINES RESPOND TO CASUALTIES?

(a) Proper care for your wounded has a great effect
upon morale. Every Marine must be assured that if he is hit, his
fellow Marines will take care of him. There is an unwritten
contract among Marines that if wounded and unable to fend for
oneself, another Marine will come to one's aid and do all he/she
can to help.

(b) During the assault, Marines cannot stop to aid a
fallen buddy, and each Marine must know this. Casualties are the
job of the corpsman. This is the reason corpsmen are not armed
with rifles or machine guns. It is their job to look after the
wounded, not to fight. Most corpsmen are "gung-ho" and many want
to employ weapons other than their T/O 9mm pistol; this should
not be allowed as they may tend to fire rather than take care of
the wounded.

(c) At the very first opportunity, casualties should
be looked after by their leaders and comrades . Every Marine must
be accounted for. Dead and wounded are removed from the combat
area as soon as possible.

(21) WHAT IS THE RESULT WHEN CASUALTIES ARE NOT
EXPEDITIOUSLY EVACUATED?

(a) The presence of dead and wounded for a prolonged
period of time hurts the morale of survivors. It is important to
always care for casualties and impart confidence that whatever
the cost, your fellow Marines will do all that can be done under
the circumstances. If combat prevents the prompt evacuation of
casualties, they should be moved to a position of relative safety
and receive care until they can be evacuated.

(b) Another important task of the leader occurs
after the casualties have been evacuated. At the first
opportunity, communicate with the next of kin. It is also
reassuring to the surviving members of the unit to know that they
will not be forgotten.

(22) IS BOREDOM A FACTOR IN COMBAT?

(a) Boredom is not something one would expect to
find during combat. However, the combat environment is often
composed of long periods of inactivity that often lead to

21-16

careless behavior, thereby reducing everyone's chances of
survival when combat next occurs. Leaders must not allow
idleness or slovenly and careless behavior to happen. When enemy
contact appears remote, every action must be oriented toward
improving the unit's readiness to defeat the enemy. Training
does not cease in combat, it continues and intensifies.

(b) We have described some of the conditions that we
will experience in combat. Combat's nature is violent and brutal,
generating chaotic confusion that can destroy the combatant ' s
will to fight. Specific stresses we can expect are:

[1] Extreme risk and fear

[2] Confusion, the so called "fog of war
[3] Discomfort and fatigue.
[4] Casualties.
[5] Boredom.

During the next phase, we will examine how the leader can
maintain morale, motivation, discipline, proficiency, and esprit
de corps under combat conditions.

8 . Leadership challenges faced in combat.

a. During this period we will discuss some psychological
leadership challenges; how to maintain morale, motivation,
discipline, proficiency, and esprit de corps in the combat
environment. While the discussion will focus on the role of the
leader, bear in mind that all Marines share in leadership
responsibility. Since one objective of the enemy will be to
break the individual Marine's will to persevere in battle,
overcoming these psychological challenges are crucial to
achieving success in combat. Every Marine must develop an
instinctive understanding of these factors and devote his efforts
to strengthening them in the unit. (If necessary, refer to
"Foundations of Leadership" for other ideas in leading this
discussion . )

(1) WHAT ARE SOME LEADERSHIP CHALLENGES THE LEADER MUST
DEAL WITH IN COMBAT?

21-17

(a) There are basically two types of challenges
leaders face in combat :

[1] Challenges that you have little or no
control over, but must try to understand, to endure, and to
explain .

[2] Challenges that you can influence.

(2) WHAT ARE SOME CHALLENGES YOU HAVE LITTLE OR NO
CONTROL OVER?

(a) Some challenges you have little or no control
over include:

[1]

The

type of conflict.

[2]

The

duration .

[3]

The

political guidelines and rules of

[4]

The

enemy's actions.

[5]

The

public's reaction and support.

[6]

The

location, weather, and terrain.

[7]

The

organization's mission.

[8]

The

organization's history.

[9]

The

availability and quality of replacements

(personnel and equipment) .

(3) WHAT IS AN EXAMPLE?

An obvious one from Lebanon is the limitations placed
on Marines from entering into full combat with hostiles. This can
create stress from frustration and have an adverse effect on
individuals and units if we are not careful. This frustration of
never "getting at the enemy" was considered an underlying
explanation in the breakdown of discipline of the Army unit in
the My Lai incident during Vietnam.

21-18

(4) WHAT ARE SOME CHALLENGES YOU MAY BE ABLE TO
INFLUENCE?

Some challenges you may be able to influence are:
[1] Morale
[2] Discipline
[ 3 ] Esprit de corps
[4] Proficiency

(5) WHAT ARE SOME PSYCHOLOGICAL CHALLENGES FACED BY
COMBATANTS THE LEADER MUST BE AWARE OF?

(a) In Annex A, MGen T. S. Hart outlines the
following challenges that affect an individual's willingness and
ability to fight during combat.

[1] Fear, real or imagined, is the major stress
faced by all men in battle. In Battle Leadership, Captain Von
Schell states:

"In peace we learn how to lead companies, battalions,
regiments, even divisions and armies. We learn in books and by
maps how one fights and wins battles, but we are not instructed
in the thoughts, the hopes, the fears that run riot in the mind
of the front line soldier."

[2] The unexpected presents challenges that they
may not have been prepared for. Clausewitz summed it up:

"It is of first importance that the soldier high or low should
not have to encounter in war things which, seen for the first
time, set him in terror or perplexity. "

[3] The unknown is what the Marine has not seen
and does not know about, but has yet to be affected by. This
worry and apprehension begins to eat at the individual . As the
author states, "I would add that this fear of the unknown is most
marked when the soldier is isolated, or at night."

[4] Fear of failure may be common among Marines,
particularly those who have yet to "prove" themselves in combat.
This is a real stress and many times plays an important role in

21-19

tight cohesive organizations during combat. S.L.A. Marshall
states :

"When fire sweeps the field, nothing keeps a man from running
except a sense of honor, if bound by obligation to the people
right around him, of fear of failure in their sight, which might
eternally disgrace him. "

[5] The noise and sights of the battle can be
particularly unnerving. No peacetime training can completely
prepare an individual for the carnage or emotional impact of
combat .

[6] Fear of killing is not uncommon. Peace time
training may not prepare all individuals for the reality that it
is often simply a matter of kill or be killed.

[7] Exhaustion is a reality and a constant danger
during combat operations. When confronted daily and constantly
with the stress of combat, men can come apart at the seams. In
Annex A, the author writes:

"There is no doubt that troops, however well led, can only
take the stress of battle for so long then they break. Any
commander, at any level, who tries to overdraw the account is
courting disaster."

"...the mental and the physical constantly interact.
Therefore, physical fatigue, hunger, disease, thirst, and, above
all, the stress of adverse climatic conditions, can reduce the
physical state of the soldier to such an extent that his will to
fight is broken. "

(6) WHAT TYPES OF REACTIONS CAN THESE PSYCHOLOGICAL
CHALLENGES CREATE?

(a) Units are made up of individuals, an obvious
statement, but often it only takes one to inspire a unit to
victory or lead it to defeat. Therefore, we must prepare each
link in the chain sufficiently to ensure success . To do this we
must understand how these challenges can affect individual
performance. There are common factors that challenge all
combatants .

[1] Stress As previously discussed, individual
stress can have a devastating effect on individual performance.
In combat it is ever present and even more important that

21-20

individuals be able to cope with it. If not, then as the author
in Annex A offers:

"Despite all our efforts, when stress becomes too much, or the
soldier has been under stress for too long, the will breaks and
the soldier suffers psychiatric breakdown. This breakdown can be
present in many forms :

[a] Panic states which result in headlong

flight .

[b] Acute depression where the patient sits

mute and motionless .

[c] Acute anxiety with extreme restlessness

and agitation.

[d] Exhaustion states where troops show

abnormal feelings .

[f] Hysterical reactions including
hysterical blindness, paralysis, etc.

(b) It is to our credit that Marines have not been
overcome by these problems to any great extent in the past.

[1] Freezing under fire.

[2] Inability to make decisions.

[3] Over-fixation with minor details.

[4] Lack of confidence.

[5] Breakdown of discipline

(7) WHAT ABOUT INDIVIDUALS WHO ARE NOT CONSTANTLY EXPOSED
TO THE RIGORS AND DEMANDS OF THE FRONTLINE, WHAT PSYCHOLOGICAL
CHALLENGES DO THEY FACE?

(a) These units whose situations/missions may or may
not bring them in direct confrontation with the enemy often
present the greatest leadership challenge. They often are
affected by:

21-21

[1] The stress of going back and forth from a
high risk environment to a relatively safe one (e.g., air crews,
pilots, motor transport personnel, etc.) .

[2] Boredom brought on by a "business as usual"
routine day today (e.g., rear area headquarters personnel, supply
personnel, rear security area personnel, etc.).

[3] Frustration from wanting to be at the front,
but being in the rear.

(8) WHAT IMPACT DO THESE CHALLENGES HAVE ON
ORGANIZATIONAL EFFECTIVENESS?

(a) Discuss the effects of these factors on units.
Try and focus on how, if ignored or not noticed, they can erode
the basic fiber of an organization. Again, it might be useful to
look at how the factors affect various units (ground, support,
and air) . Consider using the following indicators to assist this
part of the discussion:

[1] Morale.

[2] Discipline.

[ 3 ] Esprit de corps.

[4] Proficiency.

(9) MARINES FREQUENTLY CONFUSE MORALE WITH MOTIVATION.
WHAT DO THESE TWO TERMS REALLY MEAN?

(a) Allow some discussion to define the two terms.
Both terms are used to describe the willingness of individuals to
fight and their readiness to die for something more important
than themselves; their fellow Marines, their unit, their Corps,
their country, or all of these combined.

[1] Good morale is the confident, resolute,
willing, often self-sacrificing, and courageous attitude of an
individual to do the tasks expected of him /her by a group of
which he/she is a part. It is based upon pride in the
achievements and aims of the group, faith in its leadership and
ultimate success, a sense of participation in its work, and a
devotion and loyalty to the other members of the group.

21-22

[2] Morale is a fragile thing that tends to
fluctuate even among the best Marine units. It must be a
constant concern for the leader, because it is the foundation
element of discipline.

[3] Motivation answers the question "why"
individual Marines fight. Motivation is based on psychological
factors such as needs, desires, impulses, etc. that cause a
person to act. For a Marine, commitment to and pride in the unit
and Corps is generally the basis for combat motivation.

(10) HOW DO LEADERS MAINTAIN MORALE IN THEIR UNIT?

(a) Teach a belief in the mission. This involves
not just development of confidence that the job must be done and
can be done, but the deeper understanding that their efforts and
sacrifice are necessary as well. Belief in the hallowed words,
"Duty, Honor, Country" must be a deep inner conviction on the
part of the leader, and must be reflected in his/her actions.
Marines who must endure combat will look to their leader for
reassurance that the cause is just and their duty to Corps and
Country is clear.

(b) Instill confidence. Maintain a positive
attitude and cultivate trust and confidence in your Marines. They
must have confidence in their own abilities, in their leaders,
their training, and their equipment. "Leadership from the front"
can be particularly effective in combat. Marines will always
respond when they see their leader willing to take the same
risks, capable of demonstrating the proper standards, and showing
how things are to be done. Nothing instills confidence quicker
than seeing effective leadership by example.

[1] Risks must be shared within a combat unit as
much as possible. Alternate assignments on point or flank
security, rotate the dangerous duties, and resist the temptation
to always utilize the "best" man for such duty. If not, morale
will drop when this "best" man becomes a casualty because of
prolonged exposure to risks.

[2] Do not ask for volunteers for a particularly
dangerous task. Marines must depend on one another as a team,
not develop an excessive reliance upon one of its members. It is

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the leader who must make sure the team has the right people in
the right jobs for obvious reasons.

[3] Avoid using any individual in a manner that
may affect the morale of the unit; avoid assigning jobs to
individuals who obviously will have difficulty accomplishing the
tasks required. For instance, a machine gunner or radio operator
must be physically able to carry and maneuver with a heavier load
than the average Marine .

[4] Demonstrate concern and attentiveness to the
welfare of your Marines. This means not only providing rest,
food, and water. It means checking to see that positions and
weapons are properly located, equipment and weapons are
maintained properly, and attending to the numerous other details
that make a unit effective. It means a habit of training and
critiquing so that "lessons learned" don't have to be relearned.
It means talking to your Marines as if they are members of your
family. It means looking out for your Marines as they
instinctively do for you.

(11) WHAT ARE SOME OF THE SPECIFIC INDICATORS OF MORALE
THAT THE LEADER MUST BE CONTINUALLY AWARE OF?

(a) Appearance . If an individual begins to look
sloppy, it may be an indicator that something is affecting
his/her behavior. Likewise, if conditions do not allow your
Marines to wash, shave, or obtain clean uniforms for prolonged
periods, it can cause morale to drop. Beware of the tendency of
some Marines to take on a "salty" attitude and appearance. A
tolerance for sloppy appearance standards in the field may lead
to an equally sloppy attitude regarding attention to details and
basic field discipline, and may result in additional combat
casualties .

(b) Personal conduct. Be alert for behavior that is
out of character. Moodiness, sullenness, quiet withdrawal, or
any sudden unexplainable change in an individual ' s behavior is
cause for concern.

(c) Standards of military courtesy. Units having
pride and confidence in their leaders maintain high standards of
military courtesy all the time. Changes may be indicative of
lower morale and will erode unit discipline.

(d) Personal hygiene. If individuals allow this
standard to drop it can quickly affect the morale (not to mention

21-24

health) of the entire unit. Nobody wants to live m filth and
regardless of how miserable the circumstances may actually be, we
must do what we can to make conditions habitable. Always
establish designated latrine areas, cat holes, etc., and see to
it that they are used and properly maintained.

(e) Excessive quarreling. Cooperation and mutual
trust and confidence in one another's ability can be adversely
affected when Marines quarrel among themselves. Settle arguments
quickly. Excessive quarreling is a sign that something is wrong
that must be fixed. Find the source of irritation before it
affects unit efficiency. Direct energies toward the enemy not
fellow Marines.

(f) Rumors . Lack of information is common in
combat. Rumors can plant the seeds of fear that will grow way
out of proportion. The leader must be a source of facts, and
when events do not occur as planned, find out what happened and
pass the word. Keep your Marines informed and cultivate their
trust and confidence.

(g) Care of equipment and weapons . Failure to
accomplish proper maintenance is an indicator that the individual
doesn't care or is becoming excessively fatigued. On the other
hand, if you fail to provide the means to keep your Marines gear
properly maintained (lubrication, grease, etc.), the absence of
the material to properly care for their equipment can erode
morale .

(h) Response to shortages . Always be alert when
your unit experiences shortages of anything, particularly food,
water, boots, oil, ammunition, medical supplies, or even mail.
When this occurs, how do your Marines react? Do they share what
is available instinctively, or do some hoard what they have? The
unit with high morale and strong unit cohesion will instinctively
divide what is available and become an even stronger outfit
because of it. The unit that fails to develop this quality will
disintegrate quickly in combat.

(i) Motivation . When given an unpleasant task, or
any job that must be done, how does the unit or individual
respond? Do they respond enthusiastically and make it their best
effort, or are they going to do just enough to get by? How
closely do leaders have to supervise, and how often must jobs be
done again because they weren't accomplished adequately the first
time? Are your Marines willing to help one another without being
told? We will deal with motivation in more detail shortly. The

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leader must recognize the extreme importance morale has to the
combat effectiveness of the unit. Consider the following
observations of great leaders from earlier periods of history:

"Whichever army goes into battle stronger in soul, their
enemies generally cannot withstand them. "

The Greek Warrior, Xenophon more
than two thousand years ago .

"The human heart is the starting point in all matters
pertaining to war."

Frederick the Great, King of
Prussia, 1120 A . D .

"Morale makes up three quarters of the game; the relative
balance of manpower makes up only the remaining quarter."

Napoleon Bonaparte, Emperor of
France, 1804 A.D.

"We have already trained our men to the highest possible level
of skill with their weapons and in their use of minor tactics.
But in the end every important battle develops to a point where
there is no real control by senior commanders . Every soldier
feels himself to be alone. Discipline may have got him to the
place where he is, and discipline may hold him there for a time.
Cooperation with other men in the same situation can help him to
move forward. Self preservation will make him defend himself to
the death, if there is no other way. But what makes him go on,
alone, determined to break the will of the enemy opposite him, is
morale. Pride in himself as an independent thinking man, who
knows why he's there, and what he's doing. Absolute confidence
that the best has been done for him, and that his fate is now in
his own hands. The dominant feeling of the battlefield is
loneliness, gentlemen, and morale, only morale, individual morale
as a foundation under training and discipline, will bring
victory. "

Major General Sir William Slim as
quoted by John Masters in
The Road Past Mandalay

(12) HOW DO YOU MAINTAIN MORALE IN A COMBAT ENVIRONMENT?

(a) The following responsibilities of the leader
should be instinctive; omission of any of these directly results
in lower morale. (These responsibilities are also important in
peacetime . )

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realistic .

[ 1 ] Be positive, optimistic, enthusiastic, and

[ 2 ] Be able to recognize when a Marine is
experiencing personal problems. You are the one he/she should
turn to for help, advice, and good counsel. Always be willing to
listen. Know who gets mail, who doesn't, and what reaction it
causes. Be alert for bad news from home and be ready to offer
good counsel. Know who is married and who isn't. Know what your
Marines are thinking about. Care about them.

[3] Maintain health discipline. Check the
physical condition of your Marines. Feet checks, changes in
clothing, hygiene enforcement, and overall personal cleanliness
must be rigorously maintained. The primitive conditions in a
combat environment will adversely affect morale unless you do
what can be done to improve their circumstances; conduct frequent
inspections to insure that proper care is taken of cuts,
blisters, minor wounds, rashes, or other conditions that can get
worse without attention. Shaving daily, haircuts, and basic
cleanliness results in Marines feeling better about themselves.

[4] Provide rest. Fatigue will erode morale and
fighting ability. Weary people tend to forget things, behave
irrationally, become inattentive, and do not think clearly. The
leader and his/her Marines must have rest, and an opportunity to
sleep. Rotate the watches, get rest regularly. If possible,
position two or three Marines together so that security and rest
can be obtained at the same time. Your unit's survival depends on
it !

[5] Provide a break in the routine. If possible
provide an opportunity for relaxation and recreation. On Con
Thien in 1967, during a prolonged period under enemy artillery
fire, one unit held a tobacco spitting contest judging accuracy
and range. Everyone participated and some humorous situations
resulted. Any type of break (and humor is especially beneficial)
from the constant rigor of combat will provide an outlet for
frustration, prevent boredom, stimulate competition, build
teamwork, and is an opportunity for the leader to participate and
show that he/she is also part of the team.

[6] Provide food. In combat the provision for
food is always inconvenient and sometimes not in adequate supply.
This does not reduce its importance as a factor in morale.
Whenever a shortage exists, share what you have. Make the best
use of your facilities to prepare food well at every opportunity.

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Take turns within the squad, fire team, or small unit to have one
individual prepare a special meal for the team.

[7] Maintain standards. The combat environment is
no place to allow discipline to become slack.

[8] Keep Marines informed. Include subordinates
in the decision making process whenever possible. You never have
all the answers.

[9] Tend to administration. Combat does not
eliminate the various administrative events that impact upon the
individual Marine's welfare. Allotments, pay, and other
administrative matters while not an immediate concern to the
Marine in combat, weigh heavily on his mind when they get awry.
Make sure that your Marines are properly taken care of
administratively, especially relative to pay. If administrative
is fouled up, the individual who is affected suspects that other
things are probably fouled up as well and confidence in the unit
commences to erode.

[10] Tend to quarters . Combat usually entails
primitive living conditions. Sleeping on the deck under a poncho
"hooch" is a luxury. It is a primary concern of leaders to
ensure that the positions occupied by their Marines are
adequately constructed and offer suitable protection from enemy
fire and observation, and the weather.

[11] Care for equipment and weapons . Continuous
concern for proper maintenance is essential. Ensure that
adequate means exist to properly care for weapons and equipment,
and that proper action is being taken. Priority of work should
always provide for the care of equipment /weapons before, the
routine care of human needs .

[12] Know your Marines . Marines are by nature
fiercely loyal, proud, and determined. It is not uncommon for
Marines to refuse to admit that they are hurt or injured and to
believe they can do more than is prudent at the time. Leaders
must be especially watchful over the health and physical
condition of their Marines to ensure that minor wounds receive
proper care, and that adequate rest is provided.

[13] Make assignments carefully. Place
qualified, capable individuals in key billets and give them
latitude to operate. Remove those who don't produce. Properly
integrate and assimilate green troops and replacements; spread

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them out among seasoned, experienced, solid leaders who have
proven ability to train and look out for them.

Morale describes an individual's general state of mind. With
effective leadership and attentive concern for maintaining high
morale, motivation will also be high. However, motiA/ation is
much more than just an indicator of morale. It is a key element
that must be understood by everyone in the unit. In combat,
motivation has special significance to Marines. It describes
what being a Marine is really all about. Read the following to
the group :

"In a foxhole in the center of the tenuous line he had done
much to hold, Private First Class John Ahrens , an Able Company
automatic rifleman, lay quietly, his eyes closed, breathing
slowly. Ahrens was covered with blood. He was dying. Next to
him lay a dead Japanese sergeant, and flung across his legs, a
dead officer. Ahrens had been hit in the chest twice by bullets,
and blood welled slowly from three deep puncture wounds inflicted
by bayonets . Around this foxhole sprawled thirteen crumpled
Japanese bodies. As Captain Lewis W. Walt gathered Ahrens into
his arms to carry him to the Residency, the dying man, still
clinging to his BAR, said, 'Captain, they tried to come over me
last night, but I don't think they made it. '

'They didn't, Johnny, ' Walt replied softly. 'They didn't."'

From U. S. Marine Corps in World
War II, by S.E. Smith.

(13) WHY DO MARINES FIGHT LIKE PFC AHRENS? WHAT CAUSES
MARINES TO HAVE THIS MEASURE OF TENACITY, THE ABILITY TO CONTINUE
TO FIGHT WHEN OTHERS WOULD GIVE UP?

(a) Allow some discussion; the following factors
should be discussed in detail.

[1] Patriotism . Marines are oriented from the
first day of boot camp to their identification with service to
Corps and Country.

[2] Aggression . Training provides for
development of an aggressive character in Marines.

[3] Punishment / fear . Fear of punishment for

failure .

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[4] Rewards . Recognition for performance.

[5] Tradition . Identity with the unit's history

and standards .

[6] Social Identity. Identity with your fellow
Marines. Not wanting to let your buddies down.

(14) CONSIDERING ALL OF THESE FACTORS, WHICH DO YOU THINK
ARE PARTICULARLY SIGNIFICANT IN MOTIVATING MARINES?

(a) Numerous historians, sociologists, and
psychologists have studied Marine behavior under fire in an
effort to find out why we fight as we do. In explaining what
motivates Marines to persevere in battle, experts have come to
the conclusion that several factors are significant.

[1] Tradition . Marine values and attitudes are
stressed from the first day in the Marine Corps and are
constantly reinforced until a Marine finally passes on to guard
the heavenly gates. We are told over and over again: "a Marine
never quits"; "a Marine never surrenders"; "a Marine never
retreats"; "Marines never leave their dead and wounded." These
values and impressions of proper Marine behavior become ingrained
into the very being of every Marine, a key part of every Marine's
values, and describe proper behavior when in the company of
fellow Marines. Behaving in an aggressive manner and putting
forth a maximum effort is a natural outgrowth of Marine identity
and is expected from your fellow Marines. The degree to which we
have internalized these traditional values and beliefs is a
partial explanation for our combat performance. Consider the
following :

"The average Marine, if such a condition exists, is
definitely not the lad represented on the recruiting poster. More
likely he is a small, pimple-faced young man who, because it has
been so skillfully pounded into him at boot camp, believes he can

lick the world." The Last Parallel, Cpl Martin Russ,

USMC .

"The men (Marines) were not necessarily better trained, nor
were they any better equipped; often they were not so well
supplied as other troops. But a Marine still considered himself
a better soldier than anybody else, even though nine- tenths of
them didn't want to be soldiers at all."

Last Chapter, Ernie Pyle.

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"Men take a kind of hard pride in belonging to a famous outfit
even when doing so exposes them to exceptional danger. This is an
essential element in the psychology of shock troops."

Fear in Battle, John Dollard.

[2] Social identity. Social factors affecting
the Marine's primary group (squad, fire team or section), are
recognized by many military and nonmilitary writers as one of the
most significant aspects of achieving combat motivation. Marines
commonly express this in terms of not wanting to let their
buddies down. This unit cohesiveness is perhaps the most
powerful motivational factor in combat. When traditional Marine
Corps values stimulate and foster a closeness among the
individuals in a unit, the result is a unit that is able to
maintain tactical cohesion and achieve the desired combat
performance. Consider the following:

"Four brave men who do not know each other will not dare to
attack a lion. Four less brave, but knowing each other well,
sure of their reliability and consequently of mutual aid, will
attack resolutely. There is the science of the organization of
armies in a nut-shell."

Battle Studies, Col Ardant du Picq.

"I hold it to be one of the simplest truths of war that the
thing which enables an infantry soldier to keep going with his
weapons is the near presence or presumed presence of a comrade."

Men Against Fire, S.L.A. Marshall.

[3] Patriotism. The idea of conscious
identification with a cause is a factor in morale and generally
functions as the reason men respond to the call to arms. Every
Marine must be convinced of the rightness of his/her country's
cause. This is usually a significant factor in the decision to
join the Marine Corps. Patriotism is a spiritual foundation to
morale. In combat it is an important leadership responsibility to
sustain the strength of this foundation. As casualties occur and
the fight becomes difficult, Marines will look to their leader
for reassurance that the sacrifices borne are necessary.

[4] Aggression . We do not develop a "killer
instinct" that can be turned on and off at will. Compassion for
the enemy and noncombatants is a characteristic that is not
uncommon among Marines on the battlefield. However, we do
recognize that aggressive fighting style is our trademark and
seek to keep our reputation secure from any doubt. We will fight
as long and as hard as necessary to overcome the enemy. Likewise,

21-31

brutal leadership is not characteristic of the Corps either.
Marine leaders must understand that they sustain the confidence
of their men by accomplishing the mission at the lowest possible
cost in casualties. The leader must maintain effective
discipline and control to ensure moral standards of conduct
amidst the destruction of combat.

[5] Rewards / Puni shment / Fear . When it comes to
combat, there is no amount of pay that can adequately reward
Marines for risking their lives to achieve a particular
objective. Also, there are no medals that will provide adequate
incentive either. Not even survival can be considered a reward
because it is clearly beyond anyone's control and unless we
change the policy that has governed our Armed Forces for the past
hundred years, any brig's punishment would be a safe haven
compared to the environment on the battlefield. When Marines who
have experienced combat are questioned on this factor they tend
to respond that their greatest "fear" was being perceived as less
than adequate in the eyes of their fellow Marines. Their only
"reward" was the respect, praise, and recognition which came from
camaraderie and acceptance within the unit. The purpose of our
system of rewards in combat is intended to reflect Marines '
recognition of one another as warriors. This recognition of
heroic efforts, sacrifices in behalf of your fellow Marines, and
maximum efforts are important leadership responsibilities.

(15) SO WHY DO MARINES FIGHT SO WELL?

(a) Commitment: more than anything else, men have
fought and teams have won because of commitment. More often than
not, it is a commitment to a leader and to a small brotherhood
where the important things are mutual respect, confidence, shared
hardships, shared dangers, shared victories, discipline and
perseverance. A Marine advances under fire because "the sergeant
said so, " or "I can do it if they can, " or "I can't let them
down . "

(b) Morale and motivation provide the foundation for
discipline More than being a simple mechanism for maintaining
order, discipline is the essential condition within a unit that
allows it to overcome the extreme fear and fatigue of combat.

(16) WHAT IS DISCIPLINE?

Willing obedience to orders will be the most common
definition given by Marines. Quite simply, discipline is the
situation where the individual has been taught to sacrifice

21-32

his/her own interests for the common good, and will respond from
a sense of duty which is more important than individual rights or
wants. It also ensures prompt obedience to orders and guides an
individual's or unit's actions in the absence of orders.

(17) HOW IS DISCIPLINE DEMONSTRATED?

(a) Obedience, initiative, self-reliance, and
self-control .

[1] Obedience . When all respond to orders as a
team, a sense of unity is created whereby everyone recognizes
that their role is to contribute to something more important than
any one individual. An unorganized crowd of individuals is
useless in a crisis. The strength to overcome the extreme crisis
of combat is greatly affected by the individuals ' comprising the
unit abilities to respond as a team. The unit is capable of
dealing with the chaos of combat. The individual is generally
only effective so long as his/her actions are a part of the unit
effort .

[2] Initiative . Marine Corps leadership is based
upon a concept of trust and confidence in each individual
Marine's quality of self discipline. The modern battlefield has
become an extremely deadly place. As the destructive power of
weapons has increased, it has become increasingly more difficult
for leaders to maintain positive control over every action. We
rely on a high degree of initiative, individual courage, and the
ability of the individual Marine to take proper action when the
situation is in doubt. The responsibility of every Marine in
such situations is clear. They must support their fellow Marines
aggressively using their own initiative to join their force to
others .

[3] Self-reliance . During long periods of
monotony and apparent lack of enemy contact, or long hours of
darkness when imagination runs wild and fear begins to creep up
on him gradually, discipline will steady a Marine's nerves and
allow him to deal with the frightening conditions of battle.

[4] Self-control . Discipline enables the Marine
who sees a fellow Marine suddenly killed and immediately
recognizes his/her own peril, to exercise self-control over
his/her own behavior.

(18) ARE THERE DIFFERENT TYPES OF DISCIPLINE, IF SO, WHAT
ARE THEY?

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(a) There are essentially three types of discipline:
[1] Self -discipline .
[2] Unit discipline.
[3] Imposed discipline.

(19) WHAT ARE THE DIFFERENCES BETWEEN THESE TYPES OF
DISCIPLINE AND WHICH IS MOST IMPORTANT TO MAINTAIN?

(a) Self -discipline is the most important quality to
develop. It means that the individual has a sense of personal
duty to the unit, to fellow Marines, and to the nation. This
type of discipline will hold Marines steady against anything the
enemy may throw at them, because he has a firm conviction that
will not let him let their fellow Marines down. This is the
quality of discipline demonstrated by PFC Ahrens .

(b) Unit discipline is the behavior that results from
the expectations of your fellow Marines in the unit. A Marine
knows that to belong, he/she must conform. This particular
quality of discipline will steady the Marine so long as he/she is
in the company of fellow Marines.

lacks the permanence of unit discipline and the special strength
of self -discipline . Under extreme combat conditions, all leaders
may be required to resort to this form of discipline. This was
the only way Captain Barrow was able to force the necessary
actions on the ridge in Korea.

(20) HOW IS DISCIPLINE DEVELOPED IN MARINES?

(a) Recruit Training. Recruit training is dedicated
to preparing and conditioning young recruits mentally,
physically, and emotionally to meet the experience of combat. It
is designed to instill the skills, knowledge, discipline, and
self-confidence to make a them worthy of recognition as Marines;
to develop a sense of brotherhood, patriotism, loyalty,
interdependence, and determination to be victorious; to imbue
them with the instinct of obedience; but most of all it develops
in them a sense of commitment. Through imposed discipline,
recruits become familiar with Marine Corps norms and standards.

21-34

Self discipline and obedience are stressed. Marine values are
crystallized here.

[1] Unit Training. After recruit training the
Marine ' s values and appreciation for Marine Corps norms and
standards are further developed, expanded, and reinforced.
Through developing a stronger bond with fellow Marines,
perfecting skills, and experiencing high unit standards, a
quality of resilient self -discipline should become evident as
mutual trust and confidence grows.

[2] Leadership Training. Every Marine is trained
to be ready for the responsibility of leadership. This
development of a broad base of leadership within the unit
establishes a capability for the individual to influence fellow
Marines during particularly tough periods when self discipline is
faltering and unit discipline begins to erode because of the
rigors of combat at such times leadership is on trial . How well
you train your Marines to lead before combat will be decisive.

(21) WHAT ARE THE SPECIFIC ACTIONS THAT A LEADER CAN TAKE
TO IMPROVE UNIT DISCIPLINE?

(a) Set the example with personal high performance
standards and expect the same from your Marines . Give your
maximum effort, expect theirs.

(b) Encourage peer discipline, i.e., a Marine
becomes offended when a peer disgraces the unit (e.g, UA, drugs,
etc.) and tells him/her so. When pride and loyalty permeate a
unit to the degree that Marines won't tolerate a peer "screwing
up" because it makes him and the unit look bad, many problems
will vanish and the unit will be solid.

(d) Be fair in assigning duties; ensure everyone
shares risks, as well as menial tasks. Eliminate meaningless or
unnecessary tasks .

(e) Praise in public, admonish in private.

(f) Reward good work. Recognition that a job has
been "well done" by a leader is important to the individual.

(g) Be fair and impartial when correcting poor
performance or taking action to effect punishment.

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(h) Develop mutual trust and confidence by giving
responsibility to subordinates and holding them accountable.
Train as you expect your unit to be able to fight. Develop
subordinates to take charge and have confidence in their ability
to keep essential equipment functioning.

(i) Encourage and foster the development of

self -discipline by providing guidance and assistance without over
supervising .

(j) Be alert to conditions conducive to breaches of
discipline and eliminate them where possible.

(k) Encourage initiative and innovation in your
subordinates by allowing them to learn from mistakes during
training and to develop the habit of applying "lessons learned"
instinctively .

(22) HOW IMPORTANT IS SELF RESPECT TO ACHIEVING SELF
DISCIPLINE?

The individual Marine must be determined to be
tough, alert, courageous, and an important part of the unit.
He/she must have this self-image and perceive that fellow Marines
have this image of him/her. Development of self-image is crucial
to developing and maintaining self -discipline . According to
S.L.A. Marshall, the most important image to the individual in
combat is the "reputation to be a man amongst men."

(23) WHAT IS THE LEADER'S RESPONSIBILITY FOR DEVELOPING
SELF-RESPECT IN HIS/HER MARINES?

The leader must cultivate the self-respect of
his/her Marines. It is the leader's responsibility to build
pride, confidence, and determination in each of his/her Marines.

(24) HOW DOES THE LEADER DEVELOP SELF-RESPECT IN HIS/HER

MARINES?

(a) Respect them. To develop respect in someone
requires letting them know that you respect them, especially if
you're an important., person in their eyes. So, first of all, be
that important leader and secondly, respect them and encourage
them .

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(b) Maintain a religious and moral environment where
the values learned will function as a firm base for proper
behavior in the unit. Adherence to religious and moral
principles will help to steady the individual under fire.

(c) Dress and cleanliness standards provide everyone
an opportunity to demonstrate their pride and high standards.
Generally, if one looks good they tend to feel good about
themselves. These standards will pay off in the harsh
environment of combat.

(d) Stress efficiency and reliability. A Marine who
feels reliable will respect him/herself and take pride in his/her
accomplishment. Over-supervision may be perceived by the
individual as evidence of distrust.

(e) Show personal interest in your Marines. A
Marine's self-respect and pride is raised immensely just by
knowing that his efforts are appreciated. A pat on the back or
simple "well done" at the right moment works wonders.

(25) WHY IS PROFICIENCY A LEADERSHIP CHALLENGE?

Proficiency is defined as the technical, tactical,
and physical ability of the individuals in the unit to accomplish
the mission. How your Marines actually accomplish their jobs is
a technical question, however, when Marines must accomplish their
jobs under enemy fire, it becomes a matter of willpower.
Technical training alone creates qualified technicians. Do
Marines have "the right stuff" to do their jobs when it is
critically necessary?

(26) WHAT CAN A LEADER DO TO DEVELOP THE SORT OF
PROFICIENCY THAT IS "THE RIGHT STUFF" IN COMBAT?

(a) Be proficient and instill in your Marines the
immense pride that you cannot "stump" them about anything
relative to the performance of their assigned job.

(b) Thoroughly train your Marines to do their duties
as well as they can be done under any conditions (e.g., in
garrison, field, adverse weather, at night, etc.) . There is no
substitute for their best effort, and always work to improve
that .

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(d) Cross-train your Marines so that essential
equipment /weapons will be able to remain in action.

(e) Train as you intend to fight. Attempt to
accomplish as realistic training as possible. Make everyone
aware that combat will require your unit to endure conditions and
stresses that are unique to the combat environment and will
exceed what exists in training. Train to be flexible, and to be
able to apply "lessons learned" quickly and continuously.

(f) Provide subordinates with frequent opportunities
to lead at the next higher level . Every Marine has to be ready
to lead if the situation requires it.

(g) Set high, attainable performance standards and
stick to them.

The previous leadership challenges have dealt with the
attitude of the individual. Esprit de corps is something that
describes the character of the group, not the individual. It
more than anything else describes what it is to be a Marine.
Esprit de corps implies devotion and loyalty to the Corps, as
well as a deep regard for the history, traditions, and honor that
the Corps and the unit have acquired.

(26) WHAT ARE SOME OF THE INDICATORS THAT A UNIT HAS
ESPRIT DE CORPS?

(a) Some are:

[1] Expressions by the members of the unit
showing pride and enthusiasm for their outfit.

[2] A good reputation.

[3] Strong competitive spirit with other units.
[4] Willingness of its members to participate in

unit activities

[5] Obvious pride in the history of the unit and
observance of traditions.

(27) IS THERE SOMETHING SPECIAL ABOUT A UNIT HAVING
ESPRIT DE CORPS THAT YOU CAN DETECT RIGHT AWAY?

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(a) A unit with esprit de corps has a degree of zeal,
snap, and pride that clearly indicates that it is functioning by
a force of its own. A unit functioning by only the will of its
commander will pale in comparison. The truly decisive difference
will be realized when the unit enters combat. Read the following:

"A British military observer, while watching the Marine
Brigade move against a Communist Division in a last ditch effort
to save the Pusan perimeter, our last toehold in Korea, said:

'They are faced with impossible odds, and I have no valid
reason to substantiate it, but I have a feeling they will halt
the enemy. I realize my expression of hope is unsound, but these
Marines have the swagger, confidence, and hardness that must have
been in Stonewall Jackson's Army of the Shenandoah. They remind
me of the cold streams at Dunkerque . Upon this thin line of

reasoning, I cling to hope of victory. ' "

This Kind of War, T. R. Fehrenback

(b) The development and maintenance of this "esprit"
is a responsibility of Marine Corps leadership.

(28) HOW DOES THE LEADER DEVELOP ESPRIT DE CORPS?

(a) Teach the history of the unit and maintain its
traditions. Cultivate a deep and abiding love of Corps and
country .

(b) Ensure that everyone understands the mission and
activities of their unit, and takes pride in unit
accomplishments .

(d) Reinforce success with an effective means of
recognizing the efforts of individuals who distinguish themselves
in behalf of the unit.

(e) Encourage competition with other units in events
that provide for participation by everyone and foster an
unquenchable thirst for victory. Winning is one objective of
sports, but the only objective in combat.

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(f) Everything any member does reflects upon the
unit. Make sure everyone realizes this fact of life and
tolerates no poor reflections . Strong peer pressure to keep the
unit's honor and reputation clean is an indicator of esprit.

(29) SUMMARY OF LEADERSHIP CHALLENGES FACED IN COMBAT

(a) Success in combat is the payoff. The degree to
which the individual Marines have high morale, discipline,
proficiency, and esprit de corps largely determines how they will
perform in combat. During operations in a combat environment the
essential nature of these factors becomes clearly evident to
everyone, particularly the leader.

(b) Success in combat depends upon leadership that
can keep the unit cohesive, disciplined, and capable of
destroying the enemy. The Marine leader today has the heavy
responsibility of ensuring that our fighting quality as Marines
remains at least as strong and as ready for combat as our legacy
has proven us to be in the past.

9 . Discuss how to develop combat readiness

a. WHAT IS COMBAT READINESS?

(1) There is no organization in the world where
effectiveness is more important than in the Marine Corps. Every
individual Marine is essential to the performance of his unit,
and all Marine units depend upon the effective performance of
other units. With us, a loss in effectiveness can result in the
loss of Marine lives. Every Marine must know how to and then do
his job; this translates into unit effectiveness. But
effectiveness is not necessarily combat readiness.

(2) Combat readiness is effectiveness plus the desire and
ability to keep on fighting until the mission is accomplished.
Simply, the ability to maintain efficient and effective
performance while under enemy fire; to fight and win. The
objective of Marine Corps training is combat readiness.

(2) HOW DO YOU ACHIEVE COMBAT READINESS?

(a) Building unit discipline, proficiency, morale,
and esprit de corps.

(b) Training to enhance each Marine's:

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[1] Knowledge of the job.

[2] Self -discipline .

[3] Self-confidence.

[4] Leadership.

Discipline, proficiency, morale, and esprit de corps are
leadership indicators that were dealt with in some detail as
leadership challenges. They are reflections of the willpower of
the individuals in the unit and are crucial to combat readiness.
We will now focus on the training concepts that contribute to a
unit's ability to succeed in combat.

(3) WHAT CAN WE DO DURING PEACETIME TO PREPARE OUR
MARINES TO MEET THESE CHALLENGES?

(a) In Appendix A, the author states, "The great
majority of soldiers overcome fear, as they have done throughout
their lives, by an effort of will and by support from others."
Why is this? Where/how can we instill the "will?" How do we
ensure individuals will receive the needed support? Some
suggestions by follow:

[1] Develop a close knit and cohesive group.

[2] Avoid personnel turbulence.

[3] Know your Marines and be known by them.

[4] Promote and retain only the finest leaders.

[5] Train your Marines as they will be employed
and in as nearly accurate to combat environment as possible.

[6] Ensure all are physically fit.

[7] Train to ensure competent administration,
logistics, and communication.

(b) In Chapter II of Battle Leadership, Captain Von
Schell writes,

"At the commencement of war, soldiers of all grades are
subject to a terrific nervous strain. Dangers are seen on every

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hand. Imagination runs riot. Therefore, teach your soldiers in
peace what they may expect in war, for an event foreseen and
prepared for will have little if any harmful effect."

include :

[1] Train on how to identify and cope with
stress, fear, etc.

[2] Provide realistic and stressful training to
build proficiency and confidence in leaders, unit, equipment,
tactics, weapons, and self.

[3] Provide firm fair discipline but ensure that
you emphasize and recognize superior performance .

[4] Cross train to ensure depth in unit
proficiency and leadership.

(d) Annex B, "Battle Doctrine for Front Line Leaders"
also provides some good points to add.

[1] How do you set needed training priorities?

[2] What is a realistic training environment?

[3] How realistic must it be? Can it be?

[4] How much risk is necessary to create the
needed simulated stress?

(e) When challenging and realistic training is not
provided, morale, discipline, esprit, and proficiency are
adversely affected.

(4) MARINES MUST TRAIN THE WAY THEY INTEND TO FIGHT. HOW
DO YOU DEVELOP REALISM WITHOUT TAKING EXCESSIVE RISKS?

(a) Realistic Training. Combat training must be
stressful and incorporate noise, smoke, danger, confusion, and
fatigue if it is to be moderately effective. The conditions that
are anticipated must be duplicated as much as possible. Exercise
your ability to handle in training everything you expect to
handle in combat. Carry heavy loads; go on forced marches;
conduct low-level flight training; operate without supplies on
occasion to simulate the necessity of sharing rations; water, and

21-42

ammunition; practice care for casualties; and develop physical
strength and endurance to the level where everyone has confidence
in their ability to persevere. Use your imagination; it is the
responsibility of the leader to prepare the minds of Marines for
the shock of combat. Captain Von Schell said it best in Battle
Leadership :

"In peace we should do everything possible to prepare the
minds of our soldiers for the strain of battle. We must
repeatedly warn them that war brings with it surprise and
tremendously deep impressions. We must prepare them for the fact
that each minute of battle brings with it a new assault on the
nerves. As soldiers of the future we should strive to realize
that we will be faced in war by many new and difficult
impressions; dangers that are thus foreseen are already half
overcome . "

(b) Train in the basic fundamentals

[1] Emphasize camouflage; cover and concealment;
helo operations; movement; preparation of battle positions;
accuracy, control, and distribution of fire; use of supporting
arms; land navigation; communicating with and without radios;
noise and light discipline; and other basic skills. All are
essential elements the combat leader must teach Marines so they
can survive on the battlefield.

[2] Unit leaders must learn the skills and
techniques themselves before they can teach them, and learn how
to train to develop them in their Marines .

[3] Training should emphasize the attack. We
don't win by defending. Defense is something that is only
accomplished when we are preparing to continue the attack. Even
when defending, aggressive patrol actions should take the fight
to the enemy, and familiarize him with what he can expect if he
elects to attack. Instinctively think of forward movement and
instill a desire to close with and destroy the enemy. Concentrate
on day and night offensive operations.

(d) Training should develop an aggressive spirit and
confidence in the fighting ability of the individual and the
unit . Emphasize close combat training. A Marine should be an
expert in unarmed combat and be able to skillfully fight with the
knife and bayonet. These skill areas require extensive training
to master requisite speed and technique for effective use, but it
is worth it and Marines thrive on it. Hand-to-hand combat

21-43

training, bayonet training, unit events such as bear pits, push
ball, or other physical team oriented efforts develop confidence
and aggressive spirit.

(e) Cross training is essential. All Marines must
not only be able to perform their individual jobs, they must know
how to keep the unit operating at peak efficiency. This means
knowing one another's job and being able to keep the essential
equipment /weapons operating when combat power is crucial. Cross
training is a key element for maintaining cohesion when taking
casualties. All Marines must understand instinctively that their
first responsibility in combat is to join their force to others;
the unit must prevail. Only through effective control of unit
firepower can combat success be attained. Cross training will
also develop a depth of leadership ability that will allow for
the continued effectiveness of the unit if any leader becomes a
casualty. Train all your Marines to be ready and able to take
charge and make decisions if their leader is hit!

(f) Train under adverse conditions. Combat will test
your ability to endure hardship. Marines must be conditioned to
withstand the effects of weather. Recall the experience of
Captain Barrow in Korea. Extreme weather conditions offer a
distinct advantage to the side best prepared to continue fighting
amidst such hardships. Training in adverse weather will build
confidence in your Marines' ability to care for weapons,
equipment, and themselves. Remember, merely enduring is not
enough; they must be able to use adverse conditions to their
advantage to fight .

(g) Drill . Drill is the beginning of the process
that turns an uncoordinated group of individuals into a tight
military unit. Drill produces a habit of prompt obedience to
orders and instills pride, a sense of unity, and discipline. The
habit of responsiveness that is developed through drill will help
carry the unit through the terrifying moments when the shock of
enemy fire is first felt.

(5) WHAT SHOULD WE DO DURING COMBAT TO MEET THESE
CHALLENGES?

(a) Ask the group to provide examples from their

experiences. Some additional questions include:

[1] How did seniors aid them?

[2] How did seniors impede them?

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[3] Consider the situation in places like
Somalia; what types of challenges do leaders face?

[4] How can we assist our Marines in
understanding and dealing with an often hostile press and
population back home?

(b) Appendix A addresses the importance of:

[1] Keeping the troops and seniors informed to
prevent rumors and uncertainty.

[2] Demonstrating personal and courageous
leadership by example.

[3] Providing "purposeful actions" to keep troops
busy and active as an "...antidote to the poison of fear.

(c) In Appendix C, Marshall wrote of the great
importance and impact of a leader's personal courage and
leadership on the battlefield. He stated:

"There is one radical difference between training and combat
conditions. . . In combat something new is added. Even if they
have previously looked on him as a father and believed absolutely
that being with him was their best assurance of successful
survival. Should he then develop a dugout habit, show himself as
fearful and too careful of his own safety. . . . On the field there
is no substitute for courage, no other bonding influence toward
unity of action. Troops will excuse almost any stupidity;
excessive timidity is simply unforgivable."

(d) There are other examples that address this in
Chapter I of Von Schell ' s Battle Leadership.

(e) Some other actions a leader can take are:
[1] Ensure proper rest, food, etc. (when

possible) .

[2] Keep a close watch on subordinates for any
telltale signs of excessive stress and ensure they do the same
for their Marines .

21-45

[3] Ensure the maintenance of standards (of
discipline, hygiene, maintenance, etc.)

[4] Ensure replacements are properly integrated,
assimilated, and trained. Von Schell addresses this in Chapter
IV of Battle Leadership.

(6) WHAT ARE SOME IMPORTANT CONSIDERATIONS WHEN
INTEGRATING OR ASSIMILATING UNTRIED MARINES INTO YOUR
ORGANIZATION?

(a) Considerations include:

[1] Explaining to them the unit's mission and
what the unit has accomplished recently and any future plans.

[2] Personally talking with each Marine.

[3] Placing inexperienced Marines with an
experienced individual .

[4] Stressing personal discipline.

[5] Time permitting, training under difficult

conditions .

[6] Keeping troops informed.

[7] Time permitting, allow troops to slowly
become acclimatized to: their unit, their leaders, the
environment and the general situation. Exhausted and confused
Marines are a liability.

(7) HOW CAN THE PROPER INTEGRATION OF GREEN TROOPS
INFLUENCE MORALE AND MISSION PERFORMANCE?

(a) Von Schell states:

[1] They quickly gain confidence.

[2] Veterans regard themselves as instructors to
their young comrades; they feel responsible for them. It
contributes to unit cohesion, esprit and morale.

(Note: Appendix B, "Battle Doctrine for Front Line Leaders" is
not only a guide for proper leadership in combat, it also serves

21-46

as a guide for conducting proper training. Although many of
those fundamental leadership principles and rules based on combat
experience have been incorporated in this discussion guide, it
would be well worth the time to give copies to your leaders and
discuss each one of these truths of positive combat leadership.
Appendix D, "Combat Leadership Problems" presents two scenarios
for discussion) .

10 . SUMMARY

a. Combat readiness is the responsibility of every leader.
The key to achieving combat readiness is in properly training
your Marines. All members of the unit must know their jobs. They
must understand the role and function of the unit and be able to
keep the unit operating when it comes under fire. This requires
effective leadership before, during, and after combat. Effective
leadership includes high standards of discipline, proficiency,
morale, and esprit de corps that will enable a unit to
effectively deal with the shock of combat. Effective leadership
provides training that accomplishes the following:

(1) Prepares individual Marine for the stress of combat
(for the moment they hear an angry bullet crack by their head and
realize for the first time that somebody actually intends to kill
them) .

(2) Builds confidence in individual Marines, their
leaders and the ability of the unit to succeed.

(3) Builds self -discipline .

(4) Develops unit cohesion and fighting power.

(5) Instills an aggressive, unconquerable spirit, and
determination to succeed in combat.

(6) Individual Marines must be fit, reliable, tough,
capable of effectively using weapons, and able to fight, survive,
and win on a lethal, and confusing battlefield. It is the basic
soldiering skills that will enable us to succeed, and we must not
forget it.

(7) The formula for positive combat leadership which we
have discussed applies to all leaders, at all times, regardless
of rank, specialty or duty assignment. We are all potential
combat leaders. Failure to follow these basic leadership

21-47

techniques can cost the lives of those dependent upon our
leadership, and spell the difference between defeat and victory.

(8) Success in combat depends upon effective leadership
that can keep the unit cohesive, disciplined, and capable of
destroying the enemy. Marine leaders today has the heavy
responsibility to ensure their units are as strong and as ready
for combat as our legacy has proven to be in the past.

b. The following is a description of the Marines who landed
to fight in Korea:

"And these men walked with a certain confidence and swagger.
They were only young men like those about them in Korea, but they
were conscious of a standard to live up to, because they had good
training, and it had been impressed upon them that they were
United States Marines .

Except in holy wars, or in defense of their native soil, men
fight well only because of pride and training pride in
themselves and their service, enough training to absorb the real
blows of war and to know what to do. Few men, of any breed,
really prefer to kill or be killed. These Marines had pride in
their service, which had been carefully instilled in them, and
they had pride in themselves, because each man had made the grade
in a hard occupation. They would not lightly let their comrades
down. And they had discipline, which in essence is the ability
not to question orders but to carry them out as intelligently as
possible .

Marine human material was not one bit better than that of the
human society from which it came. But it had been hammered into
form in a different forge, hardened with a different fire. The
Marines were the closest thing to legions the nation had. They
would follow their colors from the shores of home to the seacoast
of Bohemia, and fight well either place."

This Kind of War, T. R. Fehrenback.

c. The books that record the Corps' history rarely outline
the grand political strategy of theater tactics, but record the
bloody details of Marines in combat. Marines who were wounded or
killed trying to save a buddy, Marines who charged a position
single handedly, Marines who despite the odds, terrain, or
possible outcome, led, followed, and were successful. The
responsibility for the preparation of future combat veterans is
an awesome moral responsibility. Winning teams do not just
happen; they are created by hard work and lots of leadership.

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11 . Appendices

Appendix A:
Appendix B :

Appendix C :
Appendix D :

Appendix E :
Appendix F :

Determination in Battle by Ma j Gen T.S. Hart
Battle Doctrine for Front Line Leaders for 3d
Marine Division

Combat Leadership by S.L.A. Marshall
Americans in Combat excerpt from The Armed
Forces Officer

Legacy of Esprit and Leadership by Ma j Gen John
A. Lejeune

Peleliu - Recollections of a PFC by E.B. Sledge

21-49

Deter mi

mmm

by Major GeneraMT. S. Hart

Thit or tick is based on a presentation made by General Hart
before § Royal Armoured Corps Conference in late 1978.
Although a part of It is directed toward the British Regimental
System, General Hart has many things to say regarding morale
ana' conduct in battle that are pertinent to soldiers of all ranks,
whatever their Army. ARMOR is pleased to pass along his
remarks to Us readers worldwide. ED.

For a short time we art to put aside tactical doctrines, the
requirement for a new main battle tank, restructuring,
electronic warfare, and all the other familiar subjects which
normally dominate Arms and Services Directors' Conferences.

As a change, 1 have been asked to talk about the soldier and
his determination in battle. Because however good the equip-
ment, however complete the staff work and planning, unless
the soldier actually fights, defeat is inevitable. Events in
Southeast Asia and the Middle East in the mid-seventies have
certainly shown that the time-honored quotation, "It is not

the number of soldiers, but their will to win, which decides
battles, " is still very valid.

I first researched this presentation in 1974, but I have chang-
ed but little from my original script. This is not due to idleness
but the realisation that with the possible reduction in the warn-
ing lime of Warsaw Pact aggression we all may be required to
react as quickly as the 3rd Airponable Division was expected
to react in the old days.

Anyway, the principles involved in determination in battle
are the same for tr- >ips based either in Tid worth or Falhng-
boesiol, Hohne or Colchester.

Now all of us at various times in our careers have attended
lectures on morale and leadership. M many cases the lecturer
has been of the standing of Field Marshals Slim, Waved, or
Harding: commanders with quite unique experience of leading
soldiers in major battles. It would be tactically unsound for a
Director of Medical Services (DMS) to take on such company.
1 intend, therefore, to look at (he problem in a slightly dif-
ferent and more academic way — and yet frequently refer to

ARMOR may-Junn 1080

A-l

history to bring my academic kite Dying back to earth.

I will also quote from a variety of commanders throughout
history who, although they knew nothing of the modern fields
of behavioural psychology, knew instinctively what stimulated
.heir soldiers to deeds of valour.

Tear and Courage
When discussing human behaviour, we are immediately on
uncertain ground. There are many varying views, especially
among experts. Therefore, when discussing courage, deter-
mination In battle, or morale— call it what you will— we have
to accept some basic assumptions.

First, man is by nature an aggressive animal and unlike other
animals, who merely seek to dominate, man is prepared to kill.

Next, although society is constantly changing, aggression is
innate in man and has varied little, if at all, in recent centuries.

In our present culture, to display courage is still considered
to be major, if not the major, virtue of the male — and deep
down nearly all men, if honest, would wish to succeed as a
warrior, if given the chance. Field Marshal Slim summed it up
well when he said:

"1 do not believe that there is any man who would not
rather be called brave than have any other virtue at-
tributed to him."

What then is the problem? Here we have an animal that is
aggressive. It will kill and. in the main, still holds courage in
battle to be a virtue. Unfortunately in human behaviour
nothing is quite so simple.

Considering the problem ia purely physical terms, when
faced with danger the body responds by certain physiological
changes. The number of blood cells increases, the time blood
takes to dot is reduced, more sugar is distributed to the
muscks and many other changes take place so that physically
he is ready to launch into the attack. There is, however, a snag:
fighting may lead to a valuable victory, but it may also involve
serious damage to the victor. The enemy invariably provokes
fear as weU as aggression. Aggression drives man on; fear
holds him back. Those physical changes I have already
described, increase in number of blood cells, etc, not only
prepare the body to fight— but also for flight. In other words
all that blood sugar can either be burned in combat or by tak-
ing off at high speed in the opposite direction. Physically, the
body doesn't care which: it is mentally that the final decision is
made whether to stand and fight or cut and run. Moran, in his
classic book The Anatomy of Courage, defines courage as
follows:

"It is a moral quality, it is not a chance gift of nature
like an aptitude for fames. It is a cold choice between
two alternatives, it is the fixed resolve hot to quit, an act
of renunciation which must be made not once but many
times by the power of will. Courage is will power."

I would like to spend a little time examining those factors
which either stimulate courage or erode it — for it must be ac-
cepted that all men have some degree of courage. Many things
support or sap the will of the soldier and their importance in
many cases varies as society changes. However, some factors
are bask and remain constant.

Let us take the bad news first.

The major stress that can erode and destroy a man's courage
and lead to mental breakdown is fear.

The emotion of fear is, of course, a perfectly natural, and
defensive, reaction to any circumstances which threaten to en-
danger the safety of the individual. No man relishes the
thought of wounding, or death.

in battle, Tear varies in direct proportion to the real or
imagined danger from the enemy. The great majority of
soldiers overcome fear, as they have done throughout their
lives, by an effort of will and by support from others. Certain
situations, however, stimulate or magnify fear and therefore
increase the chance of mental breakdown. The order of priori-
ty being a matter of personal choice. I would put the following
factors on my list.

The Unexpected, Soldiers going into battle have received
training and have been given certain information. They have,
in the main, mentally adjusted to a certain course of events
and most are prepared to meet what comes. If they arc
presented with a situation for which their training has been in-
adequate or which is completely unexpected, then the will that
controls fear sags and crumbles. 1 am sure that this is the basis
for the success of either tactical surprise in battle or the in-
troduction of the unexpected onto the battlefield. Examples
abound in history from Hannibal's elephants to the use of
poison gas and the blitzkrieg. Clausewitz summed it up when
he said:

"It is of first importance that the soldier high or low
should not have to encounter in war things which, seen
for the first time, set him in terror or perplexity."
The Unknown. What man has not seen, he always expects
will be greater than it really is. The modern soldier faces a bat-
tery of the most fearful weapons. Unless he is well trained and
fully conversant with what is to be expected, then he will be
anxious — and apprehension is fear in its infancy.
In the words of Thomas Hardy:

"More life may trickle out of man through thoughts
than through a gaping wound."

I would add that this fear of the unknown is most marked
when the soldier is isolated, or at night.

Fear of Failure. Nearly ail men have doubts as to how they
will behave in battle. In some, this fear that they will fail and
let down their comrades is a very real form of stress. And yet,
perversely, in many the fear of failing and letting down the
group can stimulate men to great deeds of heroism. There is an
old German proverb, which is apt.

"Some have been thought brave because they were
afraid to run away."

It depends on the man's background and the degree of his
attachment to this group.

The Noise and Sight of Battle. Battles can be, and with the
Soviet present penchant for artillery we can certainly expect
them to continue to be, very noisy affairs. The sheer battcrtng
of the soldier by noise can destroy his will. The sights to be
seen on the battlefield can also be unnerving. Widespread
destruction, in many cases, does not seem to affect the soldier
as much as the loss of one of his immediate group.

Fear of Killing. Although we have at the onset accepted that
man will kill; some, quite reasonably, because of their up-
bringing and teaching, are averse to taking a human life. This
can in some cases cause a real and deep mental conflict. But in
most, the excitement of battle, support from his comrades
and. finally, kill or be killed, results in most men overcoming
this fear.

Exhaustion — Mental and Physical. You are all aware of
Moran 's description of courage and his view that men have on-
ly a certain amount of courage in the bank. He goes on:

"The call on the bank of courage may only be the
daily drain or it might be a sudden draught which
threatens to close the account."

ARMOR may-june 1980

There is no doubt that troops, however well-led, can only
take the stress of battle for so long— then they break. Any
commander, at any level, who tries to overdraw the account is
courting disaster.

So far we have tended to separate the mental and the
physical. This Is, of course, an artificial division— the mental
and the physical constantly interact. Therefore, physical
fatigue, hunger, disease, thirst and, above all, the stress of
adverse climatic conditions, can reduce the physical state of
the soldier to such an extent that his will to fight is broken.
Taking climate as an example, one only has to consider the ef-
fect of cold on most of Sir John Moore's troops in the Corrun-
na campaign— or even Napoleon's army in Russia. One writer
described Napoleon's retreat:

"The cold was the abominable thing: the dreadful
enemy against which man could not fight and which
destroyed them. The cold first struck on the night of
November 3-6 and with that blow the dissolution of the
grand army began."

And yet, exactly 130 years later, Van Paulus' Sixth Army
fought at Stalingrad, poorly equipped for the climate, until
early February. During the same winter Von Manstein's army
fought one of the best cavalry and armoured delaying battles
of all time in the Don and Doniu basins.

Really delving into the past— I doubt if there has been a
more disease ridden army than the "British Army" that
fought at Agincourt. Many could hardly stand and yet they
totally defeated the heavy armoured box of their day. Why?

I think it is now time to leave those factors which sometimes
cause armies and soldiers to give way to fear and despair. We
will now look at what stimulates and maintains courage and
enables the soldier to overcome adversity and his quite natural
fear.

Again, there are a number of factors, some of which are
constant and some which vary, as society varies. For example
in Cromwell's New Model Army, a major force was religion.
John Baynes in his excellent book, Morale, when examining
the 2nd Scottish Rifles who fought so well at Neuve Chapelle,
found that religion influenced only SO percent of the officers
and 10 percent of the soldiers. I am pretty certain it is a lower
figure today, and yet psychologists will tell you that:

"Those with deep religious convictions have a
bulwark against loneliness, terror, fantasies conjured up
by the unconscious and the unleashing of deep-seated
conflicts."

Just what we need in the soldier in battle. But the same
psychologists admit that such people form a minority in our
conflict -ridden society. So, much as we might like to, we can-
not count on religion to aid more than a few.

Let us consider patriotism. Moran describes his generation,
as follows:

"We went into the enterprise, the high adventure of
1914, with hearts singing."

Baynes, talking of a Scottish unit— and therefore more dour
and down-to-earth folk— found that patriotism was certainly
an influence on the behaviour of the 2nd Scottish Rifles; but
that it was not comparable in importance with other factors.
Certainly in our present society patriotism is not a dominant
force. What do we have left? I think we have the same basic
factors that we have always had— the strength of the well-
integrated group and the individual soldier's identification
with that group, leadership, discipline, and success.

The first choice— the strength of the well integrated

group— may surprise you. But I believe it is the major force in
the stimulation of courage and maintenance of good morale.
The Well Integrated Group and Group Identification

The fundamental patterns of behaviour laid down by hunt-
ing apes millions of years ago still shine through all the affairs
of modern man. We did not evolve to live in huge conglomera-
tions of tens of thousands of individuals. Our basic behaviour
is designed to operate in the hunting group or as part of a tribe
limited to hundreds— not thousands — of members. Loyalty to,
and dependence on, the hunting group— and subsequently the
tribe— are expressed in military society as loyalty to the pla-
toon, the company, and, lastly, the regiment.

This form of loyalty and dependence goes way back to the
very roots of man. Baynes, in his very deep analysis of the in-
gredients that made up the quite unquenchable courage of 2nd
Scottish Rifles at Neuve Chapelle, puts regimental loyalty — in
my view quite rightly — at the top of the list. I believe many in
the Army have forgotten the cohesive power of this
loyalty— but we will consider that later.

Leadership. Everyone has their own definition of leader-
ship. While researching this presentation, I studied dozens of
definitions — but the one that really comes alive for me is that
by Correlli Barnet:

"Leadership is a psychological force that has nothing
to do with morals or good character or even intelligence:
nothing to do with ideals or idealism. It is a matter of
relative will powers, a basic connection between one
animal and the rest of the herd. Leadership is a process
by which a single aim and unified action are inparted to
the herd. Not surprisingly it is most in evidence in times
or circumstances of danger or challenge. Leadership is
not imposed like authority. It is actually welcomed and
wanted by the led."

That, in my view, is what leadership is all about. But how do
you select such leaders? In the primitive hunting group leaders
were accepted only after the most ruthless selection process. Is
our selection adequate? This, we will consider later.

Discipline. The question of discipline has been the subject of
considerable debate in a modern Army plagued by difficulties
in recruiting from a society which has rejected many previously
accepted forms of discipline. While agreeing with all that has
been written about discipline from within and self-control, I
still believe that discipline of the more traditional kind is ex-
tremely effective in battle. De Gaulle summed it up well:

"Although soldiers carry within themselves a thou-
sand and one seeds of diversity, men in their hearts can
no more do without being controlled than they can live
without food or drink. Discipline is thus the basic con-
stituent of all armies, but its form must be shaped by the
conditions and moral climate of our times."
Success. Obviously success is a factor of great importance:
the modern soldier no longer accepts his lot stoically. He ex-
pects things to go well.

I include under this heading not only success in battle— but
success from the point of view of things happening as planned.
In other words good administration.

Although important, I would not rank success in battle
alongside my first three factors because history has countless
examples of well-led troops who pressed on through defeat
after defeat.

An Example From History
The chances, in the next conflict, of a "phony war" period
in which units can shake down are extremely unlikely.
I have therefore examined modern history to find a bat-

ARMOR ma> , a 1980

le — preferably a worst case— which is comparable to one that
he Array may be asked to fight. Having found such a battle, I
xamined what were the factors that, from the morale point of
iew, made the battle a success or failure.
The battle I picked was the defence of Calais in May 1940 by
he 30th Brigade. The brigade, when committed to Calais,
om prised Queen Victoria's Rifles (TA); 2nd Battalion, 60th
Ufles; 1st Battalion, The Rifle Brigade; and 3rd Royal Tank
tegiment.

Their mission was to defend Calais and thereby assist the
withdrawal of the British Expeditionary Force (BEF).

The enemy units were the 1st Panzer Division, at the onset,
ollowed by the 10th Panzer Division from Guderian's 19th
Torps— supported by massed artillery and up to 100 Stukas.

Battalions were moved at literally a few hours notice from
last Anglia and Southern England to Calais, and in a matter
if hours went into action.

They left most of their transport and much of their ammuni-
ion in the United Kingdom. The staff work of their move was
t shambles. As they arrived in Calais, base troops and wound-
xl were being evacuated and dead were laid out on the quay,
fhy had no artillery support even though the Royal Navy did
heir best with destroyers. The town was full of refugees and
fifth columnists and the cellars held thousands of French and
Belgian soldiers who had had enough.

The front they had to defend stretched for 6 miles. The
weather was extremely hot and soon after battle was joined the
water supply was virtually destroyed.

Both battalions had trained for mobile operations as part of
the 1st Division, but then were committed with no retraining to
street fighting.

The noise from massed artillery, tanks, and Stukas must
have been unbearable.

To top it all, for 2 days the troops were led to expect that
they would be evacuated by sea when the position became
untenable. Then they were asked to defend to the last. (I did
say I looked for a worst case).

This rather doleful tale contains every one of my adverse
factors. The unexpected; the unknown; fear; exhaustion; noise
of battle; and unpleasant sights. All were there in abundance.

If you had commissioned a psychiatrist to put together a
situation for the complete demoralisation of troops, I doubt if
he could have improved on this situation.

But far from being demoralised, they stood and fought for 4
days. And accounts from the 10th Panzer war diaries show
that at times they fought markedly superior German forces to
a standstill.

On the very last morning, the 26th of May, 1st Battalion,
The Rifle Brigade was down to 14 officers and 290 men. One
company was reduced from 150 to 30 of all ranks. The 60th
was probably worse off.

And yet Heinz Guderian questioned the Commander, 10th
Panzer, as to whether or not he should stop the attack and ask
for more air strikes— such was the resistance.

When analysing the accounts in The Rifle Brigade
1935-1945. by Hastings, and especially in Airey Neave's book

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ARMOR

may-june 1980

on the battle, the following of our positive factors come out
time and time again:

Most of the personnel — officers and men — of the Regular
battalions had been together for years. Even the Reservists
thai rejoined the battalions were 7-year men, who slipped back
into the family with ease.

Pride in the regiment was enormous.

Leadership, from Brigadier Nicholson down, was of a very
high order— one company commander, wounded on three
separate occasions, refused to leave his company.

Thanks to Brigadier Jimmy Clover I found one more
source, Major General Tom Acton, who was Adjutant to 1st
Battalion, The Rifle Brigade, in Calais.

He confirmed the shambles and many of the facts in Neave's
account— but he said two things which I consider to be of
tremendous value.

Having listened to his account of how everything went
wrong I asked him the direct question, "Why did they fight so
well?"

After quite a pause he said,

"The Regiment had always fought well, and we were
with our friends."
Just simply that.

When asked what, apart from the obvious upset the men, he
said,

"The breakdown of the normal organisation and
break up of previously cohesive groups upset the men
and hod an adverse effect on morale. "
1 will end this account with two quotations from Airey
Neave:

"It may be fashionable today to sneer at regimental
loyalty, but Calais could not have been held long
without it."

"So strong were regimental feelings that some wound-
ed had to be taken out of POW columns by the Germans
for treatment— even when they had been on the march
for days."

What Can Commanders Do in Peace?

" 1 think from the factors I have given you, and the account of
Calais, you will have worked out what I am going to suggest. I
have plugged time and time again the strength of the well-
trained, well-knit group. At the beginning of this lecture 1 said,
"The great majority of soldiers overcome fear, as they have
done throughout their lives, by an effort of will and by support
from others." This support is provided by the group and their
leaders. But the group is only effective if it has been together
for some time. The cohesive bonds having formed, and iden-

ARMOR may-jc .* 1980 A

tificaiion with the group and tribe having fully developed.

In the case of leaders, trust takes time to develop unless the
leader has that instant magnetism that is found only in one in a
million men.

May I quote from Regulations for the Rifle Corps, prepared
in 1800, by Sir John Moofe who is considered by many the
greatest trainer of soldiers the British Army has ever had.

"Having formed his company he (the captain) will
then arrange comrades. Every corporal, private, and
bugler will select a comrade of the rank differing from
his own, i.e. front rank and rear rank, and is never to
change him without the permission of his captain. Com-
rades are always to have the same berth in quarters and,
that they may be as little separated as possible in either
barracks or the field, will join the same file on parade,
and go on the same duties with arms."

Commanders must therefore resist turbulence in their units.
Every effort must be made to keep companies, platoons, and
sections together for lengthy periods so that the bonds so
necessary in war can be forged in peace. It is horrifying, when
one examines recent operations, to see how the ad hoc unit has
become normal practice. In war such an organisation is a
potential mob. When we either hamper the buildup of com-
pany and regimental loyalty, or deliberately break it down, we
throw away one of our few major assets.

1 next turn to leadership.

Earlier, I mentioned how the hunting group threw up its
leaders after ruthless selection within the group.

We have a different system. Some of our leaders, often
raised in a society with different values, pick the next crop of
young leaders.

Further selection takes place at Sandhurst and then in the
regiment where the new young leader is imposed on his group.
(Remember leadership is welcomed by the group, not
imposed).

In the pre-1914 Army and, to a slightly less extent the
pre- 1939 Army, young officers spent years with the regiments
and the weeding-out process was quite severe. The soldiers
themselves, to some extent, played a part in selection. Officers
spent many years in close contact with their men and the
grapevine soon made clear the views of NCOs and men.

Nowadays young officers spend less time with their
regiments and less time in close contact with their men.

Commanders must make every effort to halt and, if possi-
ble, reverse this trend.

While considering selection, you may ask why we cannot
pick out those men who will break in battle and become
psychiatric casualties. If possible, now is the lime to discover
them and weed them out — not as that armoured box motors
past.

Lord Moran in his book, mainly written as a result of his ex-
periences as a Regimental Medical Officer in World War I,
strongly advocated such a procedure. In World War II at-
tempts were made to initiate selection procedures. Despite
these efforts, in the campaign in North West Europe alone, the
British Army had over 13,000 psychiatric casualties.

The United States, in World II had overall I'A million
psychiatric casualties admitted to hospitals, with nearly 'A
million being invalided.

Obviously the system was not a roaring success.

The modern view is that preservice selection is notoriously
unreliable and it can be expected to eliminate only the more
obviously unintelligent, unstable, or mentally disordered.

It is more practical to eliminate the vulnerable on the basis
of their performance during service and men who do not have
the necessary fibre to make soldiers must be gotten rid of by
administrative means.

I realise that there are great pressures to keep up the
numbers, but the retention of the grossly inadequate is akin to
retaining a Trojan horse in a unit.

The importance of the power of the group and leadership
have been stressed. But it would be unwise to depend on these
two morale factors alone. In the battle we may have to Tight,
we must take into account every means of encouraging deter-

mination in battle.

Earlier we considered the adverse effect of the unknown.
Our soldiers are being asked to act aggressively against a quite
alarming enemy — namely a large concentration of Russian ar-
mour. Even Israeli troops on the Golan Heights — troops with
battle experience, found the sight unnerving.

How many of our infantry soldiers have worked with tanks?
How many are convinced that their weapons will destroy
enemy armour? How many of our infantry soldiers are aware
how' vulnerable the tank is to attack at very close range by
determined troops— especially in close country?

A- 6

ARMOR mayjune 1980

Obviously I do/not know the answers. All I can say is that if
all our troops have this experience and knowledge, there is one
less factor to cause them -fear and despair.

If only a few of our troop* art so trained— wt may have
ourselves a problem.

Soldiers should be given every opportunity to gain ex-
perience of what we expect of them on the battlefield.

To keep a soldier away from what war is really like until he
finds out for himself is as reasonable as keeping a medical stu-
dent away from disease.

Physical FUaea

In virtually every account of battle, the exhausting effects of
even short bursts of fighting is stressed. Only the really
physically fit soldier wiD be able to combat such fatigue.

How long the overweight soldier, or the man who cannot
meet standards of physical efficiency, win survive is a matter
for conjecture. I am not convinced it will be for very long.

Remember the reply of the Delphian Oracle when asked
what Sparta had most to fear? One word, luxury.

Success

I included administration in my initial consideration of suc-
cess. Repeatedly in military history — it was certainly so at
Calais— the well-administered unit is seen to overcome outside
confusion and pressure.

Soldiers gain tremendous encouragement from the know-
ledge that, whereas the whole thing might appear to be a
shambles, their unit moved well and was fed, etc. Obviously
such administrative skill is built up in peacetime.

What Can Commanders Do In War?

Obviously the factors I have already mentioned in peace are
equally applicable in war. There are, however, two subjects I
would like to discuss; information and psychiatric casualties.

Information. We have already discussed how one aspect of
the power of the unknown undermines the soldier's will. There
is one other; namely lack of information. Lack of knowledge
as to what is happening both to our own troops and the enemy
can lead to rumour and uncertainty.

We will be putting troops into a foreign country in the midst

ARMOR may -J 90

of chaos. There will be refugees on the roads and possibly
retreating troop? from other formations. Rumour can hardly
fail to spread like a plague in such a situation. The only an-
tidote is accurate-information. While security places certain
limitations on the amount of information that can be given,
whenever possible the soldier must be kept in the picture.
Psychiatric Casualties

Despite all our efforts, when stress becomes too much, or
the soldier has been under stress for too long, the will breaks
and the soldier suffers psychiatric breakdown. This
breakdown can present in many forms:

Panic slates which result in headlong flight.

Acute depression where the patient sits mute and mo-
tionless.

Acute anxiety with extreme restlessness and agitation.
Exhaustion states where troops show abnormal fatigue.
Hysterical reactions, including hysterical blindess, paralysis,
etc.

A word of caution. It is to be expected that in battle
everybody will be keyed up. Men can well sweat, have tremors,
and be short tempered without being on their way to a
psychiatrist. However, commanders at all levels must watch
for the first signs of defeat in a soldier and come to the man's
rescue. Leaders, officers or NCOs, who have been with their
men for some tir/.e and know them well will quickly recognise
the first signs. It h at this stage that a joke, asking the man to
carry out a simple act, the odd word, or even a hand on the
shoulder, will give him the support he needs.

How many times have we read in descriptions of a battle
that, just before the action started, in that terrible short period
of inactivity when the will begins to ebb away, "The leader
moved amongst his men." This sort of situation is the test of
real leadership. If a man is causing concern to a leader, asking
that man to accompany him as he moves about often gives the
soldier the support he needs.

There is no doubt that inactivity at a time of tension breeds
fear and that the best antidote to the poison of fear is pur-
poseful actions.

Once action begins, obviously the most steadying act by the
soldier is to fire his weapon. This may seem a blinding glimpse
of the obvious, but Brigadier General (then Colonel) S.L.A.
Marshall, United States Army, carried out a survey involving
several hundreds of U.S. Army infantry companies in World
War II. He found that only some 13 to 20 percent of rifle com-
pany personnel actually fired upon the enemy or exhibited ap-
propriate aggressive activity during battle. This negative at-
titude by some members of the group will present the leader
with his greatest challenge. He must realise it may happen and
be prepared for it.

So far, the whole of this has been geared to the prevention
of psychiatric battle casualties. What do we do when, despite
all efforts, some of our men really start to break?

Men in early stages of psychiatric breakdown are highly sug-
gestible and can still be retrieved, especially by a positive ap-
proach by a leader the man trusts and respects. I would suggest
that there are three possible courses of anion.

If it is still possible to communicate with the man, attempts
should stiQ be made to stir him into action by carrying
messages, helping a comrade, etc. This activity could be car-
ried out at a company aid post or company headquarter level.

If the man Is incapable of such action, rest, sleep, food, etc.
actually in the company aid post can often work wonders.

Lastly, there is the psychiatric casualty who, either by his
position in the company hierarchy, by his symptoms is causing
unrest amongst the others, or by the very seriousness of his
symptoms cannot be treated within the company and therefore
has to be evacuated.

Even in the case of the last group I would suggest nearly all
could, and should, be treated at the regimental level.

There is one final point I would like to make. A psychiatric
casualty, in many cases, knows he has failed. Censure and
mockery from a respected member of the group will do him
more harm than good. He wants firm but understanding sup-
port. He needs firm direction and aid from a member of his
group or a leader he respects. He does not need a shoulder to
cry on or, in most cases, certainly not a psychiatrist.
Conclusion

As a parting shot I would like to make one last quotation to
leave in your minds the vital part the well integrated group
plays in defending the soldier against psychiatric breakdown in
battle:

"We trained hard, but it seemed (hat every time we
were beginning to form up into teams we would be
reorganised. I was to learn later in life that we tend to
meet any new situation by reorganising. And a wonder-
ful method it can be for creating the illusion of progress
while producing confusion, inefficiency, and
demoralisation."

Petronious Arbiter. 210 BC
It seems that man doesn't change much — neither do the
mistakes he makes. If you are to remember anything from this
lecture, remember General Action's remark, "The Regiment
had always fought well. We were amongst our friends. "

\ MAJOR GENERAL T. S. HART, MB. MFCM. DPH,
I OTM&H, Director of Medical Services United Kingdom
I Land Forces, was educated at Dulwich College and train-
ed In medicine at Guy's Wosiptial. Commissioned into
the Royal Army Medical Corps (RAMC) In 1951, he was
appointed Regimental Medical Officer, 1st Battalion,
Royal Norfolk Regiment and served with the unit In
Korea and Hong Kong. In 1953, he joined the British Ar-
my of the Rhine (BAOR) where he served as Second-in-
Command of the 14th Field Ambulance Company and
later as Deputy Assistant Director of Medical Service, 2d
Infantry Division. After attending Staff College
Camberley in 1958, he held an appointment in the
Ministry of Defence (Army) until 1961 when he attended
the Senior Officers' Course of the Royal Army Medical
College, being awarded the Montlfiore Prize and Medal
in Military Surgery. Following the Senior Officers'
Course, he attended the London School of Tropical
Medicine. Between 1963 and 1989 he commanded the
British Military Hospital Kluang, Malaya; attended the
Joint Services Staff College Latimer; served as Assistant
Director of Medical Service (ADMS), Eastern Command;
and commanded the Military Hospital Colchester.
Following a tour In the Manning Branch of the RAMC. he
attended the Royal College of Defence Studies and
subsequently became ADMS, 3d Division. In 1975, he
was promoted to Brigadier and served 2 years as Deputy
Director of Medical Service Corps, BAOR. He joined
Headquarters, United Kingdom Land Forces as a Major
General In 1978 and became Director of Medical Ser-
vices.

Reprinted with permission of
■ ARMOR Magazine

A- 8

ARMOR may-june 1980

UNITED STATES MARINE CORPS
Leadership Instruction Department
Education Center
Marine Corps Development and Education Command
Quantico, Virginia 22134

Appendix B

"BATTLE DOCTRINE FOR FRONT LINE LEADERS"

10 November 1981

Originally published by the 3d Marine Division for its front
line leaders, and subsequently distributed Corps-wide as an offi-
cial training guide during World War II by LtGen A. A. Vandegrif t ,
Commandant, U. S. Marine Corps, this pamphlet contains in pure
form the formula for positive combat leadership. The essence of
its fundamentals applies both on and off the field of battle to
all leaders, at all times, regardless of rank, specialty, or duty
assignment. I commend these truths to your careful study. Fail-
ure to follow them can cost your professional creditability in
peacetime, and, in war, £he lives of those dependent upon your
leadership.

(Signed) D. M. TWOMEY
Major General, U. S. Marine Corps
Director , Education Center

FOREWORD

This forceful restatement of the fundamental principles of
troop leadership, supplemented by rules based on combat experi-
ence in the Solomon Islands Area was prepared by the Third Marine
Division, Fleet Marine Force. It is worthy of careful study by
every Marine who is or may be charged with the leadership of
other Marines in battle.

(Signed) A. A. VANDEGRIFT

B-l

INTRODUCTION

The senior commander of a force plans the battle in its
broader sense and is responsible for ultimate success or failure.
However, once a subordinate unit has been committed to action, he
must, for the time being, limit his activities to providing the
necessary support and insuring the coordination of all components.
Regardless of how well conceived the Senior commander's plan may
be, it can be nullified if his front line platoons are incapable
of carrying out the mission assigned.

The conduct of the front line rests with company commanders,
and their platoon and squad leaders. The front line leader must
plan and execute his own battle. He must know his enemy, his own
men, and must aggressively employ all of his weapons in coordinat-
ed fire and movement. He must personally lead his unit to success.
The paramount importance of front line leadership cannot be over-
estimated.

1. The prime factor in a successful fighting unit is esprit
de corps. This needs no explanation. It simply means that no
Marine ever lets another Marine down. The expression, "A Squad
of Marines," has for over a hundred years been synonomous with
such other expressions ajs' "coiled rattlesnake," "concentrated
dynamite," "powder keg," etc. Its meaning has been well-earned.

2. Of almost equal importance to a fighting unit is disci-
pline . This applies to all activities at all times. It must
never be relaxed, particularly during times of hardship, discom-
fort, or danger. It spells the difference between a "mob" and a
"unit." Discipline is obtained mainly through diligence of the
leader in insisting that things be done "right," and aided by the
judicious daily application of rewards and punishments. Justice,
consistency, firmness, and respect are the roots of discipline.
Men like to serve in a well-disciplined unit. Mob methods disgust
them.

3. Be neat in your person; habitually wear your insignia of
rank on all uniforms and have all your subordinates do the same.
Insignia may be dulled or blended just before entering close
combat — but not before.

4. Exercise and display absolute loyalty toward a superior,
particularly when he is absent. This is not only morally correct,
it is the only sure footing in any military organization. It also
enhances your personal prestige among your subordinates.

5. Refrain from "blowing up" under stress or when irritated.

6. Always show enthusiasm - it is infectious.

B-2

7. Never allow yourself to be unduly rushed or stampeded.
There is usually ample time for considered judgment, even during
battle. Dignity and poise are invaluable assets to a leader.

8. In the field, practice the habit of making daily inspec-
tions (using the "sample" method) and insist on: (1) clean
weapons, (2) presence of arms, ammunition, mess gear, helmets and
other items of individual equipment, (3) care of the feet, (4)
alertness while on watch. See that rewards and punishments are
promptly awarded.

9. At the front, visit all of your men frequently — talk
to them — be sure they know what you want them to do at all
times, and where you can be found.

10. Do not get your unit lost — nothing destroys confidence
quicker.

11. As a general rule do not call for volunteers to do a
dangerous or distasteful job. Pick out the individuals yourself
and assign them to the job clearly, and in the presence of
others .

12. Give your orders positively and clearly at all times.
Avoid vagueness.

13. Never allow cruelty, it undermines the natural courage
and manliness of the perpetrator. Be respectful to the dead —
even the enemy dead. Bury the dead quickly.

14. Be prompt and accurate in making reports. Send back
information at least once each hour during an action. The com-
manding officer can't help you unless he knows your situation.

15. If anything goes wrong, do not be too quick to blame our
artillery, aviation, engineers, supply services, or any other
organization. They can be depended upon always to do all they
can with the information and means at hand. They, too, have a
job which requires courage and determination, and they are doing
their best to back you up.

16. Take active charge of all activities on the front which
lie within your sphere of responsibility.

17. A front-line Marine demands little from his leader,
namely: (1) a clear conception of what he is expected to do,
(2) ammunition, (3) drinking water, (4) rations, (5) medical
service, and eventually (6) cigarettes and mail. These items
must be your continuous concern.

18. Always arrange for the comfort of your men before you do
your own.

B-3

19. Maintain your leadership. Nothing is more humiliating
to a nominal leader than to see his men naturally turning to a
subordinate for direction in times of danger.

20. Arrange continuously for your men to get as much rest as
the situation will allow. Avoid unnecessary harassments, such as
"standing by." Unless your unit is on the move, or unless you or
the enemy are actually attacking, you can usually arrange for at
least two-thirds of your men to sleep at night.

21. Do not tolerate any evidences of self-pity in your men.
It makes any difficult situation worse.

22. Keep to yourself alone any concern you may have as to
your general situation, and do not let it be reflected in your
countenance or actions. Remember that all situations look
critical at times.

23. Encourage common decency — do not tolerate vulgarity
or filthy language in your presence.

24. Insist on carrying out all rules for field sanitation,
even in the front lines.

25. Do not encourage rumors — they are usually disturbing
— most of them are entirely without foundation. Find out for
yourself and be the first to tell your men the truth.

26. Win a reputation for moving your outfit promptly.
Depart and arrive on time.

27. Be "time and space" conscious. By practice, know the
average time it takes: (1) to issue your orders, (2) to assemble
your unit, (3) to move it a hundred yards over varied types of
terrain, (4) to deploy it for battle. Always have your watch
set at the correct time.

28. Keep your men informed as to the enemy situation and
your plans. Devise and execute plans for taking prisoners.

29. Offensive tactics, briefly summarized, may be stated as
follows: Hold the attention of your enemy with a minimum force,
then quickly strike him suddenly and hard on his flank or rear
with every weapon you have, then rush him when his fire slackens.
Any plan that accomplishes this will usually win if it is driven
home quickly. Be slow to change a plan — the reason for the
change should be obvious.

30. Remember that supporting arms seldom destroy — they
paralyze temporarily. Take quick advantage of their support
before the enemy "comes to." Act suddenly.

B-4

31. In a surprise meeting of small forces, hit the enemy
immediately while he is still startled; don't let him get set, be
persistent, and "keep him rolling."

32. Be prepared always. Anticipate your action in case of
an emergency. Ask yourself what you would do immediately in case
the enemy should suddenly appear. If you have to hesitate in
your answer, you are not sufficiently prepared. Keep thinking,
and at all times be one jump ahead of the immediate situation.

33. Never permit men to remain inactive under machine gun
fire. Give orders quickly.

34. Do not permit the slightest rearward movement of any
individual while under heavy fire, except to get wounded out, or
when openly directed by you. It is usually best to go forward, or
dig in until the fire ceases.

35. Always endeavor to confront your enemy with a superior
volume of accurate fire. This may be accomplished at any given
point by means of maneuver and coordination of the fire of all
weapons. Use every weapon you have — they are all especially
effective if used together.

36. A great and successful troop leader said that there
comes a point in every close battle when each commander concludes
that he is defeated. The leader who carries on, wins.

37. It has been recently observed that an enemy often slack-
ens or ceases his fire right at the time he appears to be getting
the upper hand. He then simply crouches in his hole. This means
that he cannot sustain a fire fight. Stick to your plan and hit
him harder.

38. Positions are seldom lost because they have been destroy-
ed, but almost invariably because the leader has decided in his
own mind that the position cannot be held.

39. Beware of daylight withdrawals. They may appear logical
in a classroom but they are always dangerous in practice. In a
tight spot hold on, at least until nightfall.

40. Nothing on this earth is so uplifting to a human being
as victory in battle; nothing so degrading as defeat.

41. "Battles are won during the training period."

B-5

Appendix C

COMBAT LEADERSHIP

"There i:

From his vast experience ac-
quired during military service
which spanned three wars, Brig
Gen S. L. A. Marshall (Ret) has
written and spoken extensively,
passing on his keen personal ob-
servations. Particularly significant
was a paper which he read, in 1957,
at the Symposium on Preventive
and Social Psychiatry. Following
is a condensation of that paper.

Editor.

There it a modern tendency to
believe that science may find
a new and secret key to the
strengthening of moral forces with-
in military organisation which may
have eluded the most gifted cap-
tains in times past who found the
right way through instinct

I was at Pork Chop Hill in 1953
to determine how our troops had
behaved. It was a tactical review of
the meaning, method, and man-
ner of leadership under the most
exasperating of field conditions.
The men were green; the young
leaders hardly knew the character
of their following; and many of the
men, newly arrived replacements,
were total strangers. Certainly here
was an inviting laboratory. Yet
when the seven weeks' work was
concluded, I had found nothing
new under the sun.

More recently, I was in the Mid-
dle East with the Israeli Army, in
Sinai, studying the "100-Hour War"
of November 1956. Never before in
human history have troops been
pushed as hard and moved as con-
cert edly and recklessly to a dra-
matic and decisive goal in war. My

no new tiling under the sun." -

job was to get at the nature of that
Army by examining in detail its
movements, motives and moral
forces under the stress of battle.
But again I found nothing new un-
der the sun.

Every rule of action, every pre-
cept and example set for and by
leadership, toward the end that an
immediate following would be
stimulated and the Army as a
whole would respond if inspired,
must have been old at the time of
Gideon.

At the high tide of danger, lead-
ers invariably went first. They
counseled their men to audacity by
being themselves audacious. Amid
dilemma, they resolved their
courses by taking the line of
greatest daring, which they reck-
oned to be the line of main chance.
Exercising tight control amid crisis,
they still bubbled with good hu-
mor. Yet one other command
attitude was even more conspicu-
ous. While these young men —
company, battalion, or brigade
leaders — demanded an utmost per-
formance from their troops and
pushed them many times toward
the fringe of exhaustion, they did
not go beyond it. Right on the bat-
tlefield, with an attack pending,
they would halt everything to or-
der a rest or a sleep if they felt
that the condition of the troops de-
manded it. Too often we tend to an
opposite course, and we waste men
and opportunity because of it.

I have heard many times, in
explanation of the dynamism of
Israels Army that "Of course,

siasres

these troops are highly motivated.
They are pioneers. Their land is
ever in danger and surrounded by
enemies." No one would deny that
these are factors which simplify
Israel's basic training situation and
enable Government to make a
stern requirement of the individ-
ual. But for my own part, I reject
the idea that the extraordinary
spirit of that Army in combat comes
from self-identification of the in-
dividual with the goals of his nation
when his life is in danger. That is
not the nature of man under battle
stress; his thoughts are as local as
his view of the nearest ground
cover, and unless he feels a soli-
darity with the people immediately
around him and is carried forward
by their momentum, neither
thoughts about the ideals of his
country nor reflections on his
love for his wife will keep him
from diving toward the nearest
protection.

When fire sweeps the field,
nothing keeps a man from running
except a sense of honor, of bound
obligation to the people right
around him, of fear of failure in
their sight, which might eternally
disgrace him. Generate high moti-
vation and the spirit of dedication
if you can, but don't over-evaluate
them as the begin-and-end-all of
combat efficiency. Even an utterly
unselfish patriotism (if there be
such a motivation) will not of itself
make inspired leading or generate
its prerequisite — that personal

C-1

COMBAT
LEADERSHIP .

c**Hi«t4 frtm frtnt Iniid* cevtr

magnetism which produces group
unity.

I recall the words of General
Dayan (Israeli Army Chief of
Staff): "A leader should be moral.
He shouldn't drink heavily, play
around with women, b* careless
Ln his private affairs, neglect his
work, fail to know his men inti-
mately as individuals. And you
may have a moral paragon who
observes all the rules and is still
not a leader. In fact, if he is that
perfect, combat leading may be the
one thing at which he will certain-
ly fail" To that, amen!

Thzu is no point in repeating
the platitude "nothing suc-
ceeds like success." But there is
every reason to state again and
again the almost disregarded corol-
lary that within military organiza-
tion, faith in ultimate success is the
broad highway to success itself. 1
havt been fortunate. Four times in
my military service I have had the
experience of taking over a demor-
alized, rundown unit in wartime,
with the charge that I would get
it up and going again. Were that
to happen to me a fifth time, I
would want nothing better than
that, at the earliest moment, those
under me would get the idea, right
or wrong: "This man is bom un-
der a lucky star. He may be can-
tankerous, demanding, hartf to live
with, and idosyncratic. Maybe his
sense of right and wrong wobbles
a bit But, if we stay with him, this
unit is coming out of the woods, and
I personally will have a firmer hold
on the future." Yes, that is what
I would like them to say.

In this business of rebuilding I
have never known any better
therapy than to talk again and
again about the importance of
group success as a foundation for
the personal life while taking
actions which indicated new

direction.

In combat or out of it, once an
organization gets the conviction
that it is moving to higher ground
and some distinction will come of
it, then all marginal problems
begin to contract. Discipline mid
standards of courtesy tighten of
themselves, because pride has been
restored. Malingering in the form
of too many men on sick call,
AWOLs, and failure to maintain
proper inspection standards be-
comes minimal through a renewed
confidence and an upgrading of
interpersonal relationships at lower
levels. When the group gets the
feeling of new motion, it centri-
fugally influences anyone who tries
to stand still. It can even make
good soldiers out of potential bad
actors. I remember a dying boy at
the battle of Carentan. He had been
an "eight ball" in the paratroop
company. Just before death took
him, he said, "Tell me at last, Cap-
tain, that I wasn't completely a
foul-up." So saying, he expressed
the natural longing in all mankind.

Just as motion and sense of di-
rection rehabilitates the unit, so
they tonic the leader by cutting
pressure from higher command.
What a wonderful thing is freedom
of motion and how little you can
get it with someone "riding your
neck!" So I long learned that when
your scoresheet reads no VD, no
courts-martial and no AWOLs, out
of a mistaken impression up there
in heaven that these things connote
operational efficiency, you can win
the right to be left along, sans in-
spection, sans interference; and
what a blessed state it is!

There is one radical difference
between training and combat con-
ditions. In training, the commander
may be arbitrary, demanding and
a hard disciplinarian, working and
sweating his troops more than any
company along the line. But so long
as his sense of fair play in his han-
dling of his own men becomes evi-
dent to them, and provided they
become aware that what he is doing

is making them more efficient than
their competition, and better pre-
pared for the rigor of combat, they
will approve him, if grudgingly,
stay loyal to him, and even possi-
bly come to believe in his lucky
star.

In combat something new is
added. Even if they have previous-
ly looked on him as a father and
believed absolutely that being with
him was their best assurance of
successful survival, should he then
develop a dugout habit, show him-
self as fearful and too careful of
his own safety, he will lose his hold
on them no less absolutely. I wit-
nessed these battlefield transforma-
tions in France in 1918. In the wars
since then, all I have observed of
our forces and others has served
but to confirm that first powerful
impression. On the field there is no
substitute for courage, no other
bonding influence toward unity of
action. Troops will excuse almost
any stupidity; excessive timidity is
simply unforgivable.

Being a fundamentalist, I see
man as a creature under daily chal-
lenge to prove to himself, by one
means or another, the quality and
character of his own manhood. And
I am quite sure that in his working
relations with all other men, as to
whether he is to attain to firm
ascendancy over them in a com-
mon activity, the hallmark of
acknowledged superiority finally is
the tested and proven masculine
elements in his character. That im-
plies the readiness to accept risk
instead of putting ever uppermost
the quest for security — and of this
we hear too little in our time. It
implies also a capacity for com-
pleting assigned or chosen work,
without which no man may truly
lead. Around two such fundamen-
tals may be developed the aura,
the manner, of leadership. If they
be missing, there is no hope. All of
this is to be found in Ecclesiastes,
along with the phrase: "There is
no new thing under the sun."

Reprinted with permission of
INFANTRY Magazine

C-2

Appendix D

Chapter 26
AMERICANS IN COMBAT

The command and control of men in combat can be mastered by the
junior leaders of American forces short of actual experience under
enemy fire.

It is altogether possible for a young officer in battle for the first time
to be in total possession of his faculties and moving by instinct to do the
right thing, provided he has made the most of his training opportunities.

Exercise in the maneuvering of men is only an elementary introduc-
tion to this educational process. The basic requirement is a continuing
study, first of the, nature of men, second of the techniques that produce
unified action, and last, of the history of past operations, which are
covered by an abundant literature.

Provided always that this collateral study is sedulously carried for-
ward by the individual officer, at least 90 percent of all that is given
him during the training period becomes applicable to his personal
action and his power to lead other men when under fire.

Each Service has its separate character. The fighting problem of
each differs in some measure from those of all others. In the nature of
things, the task of successfully leading men in battle is partly condi-
tioned by the unique character and mission of each Service.

It would therefore be gratuitous, and indeed impossible, to attempt
to outline a doctrine that would be of general application, stipulating
methods, techniques, and so forth, that would apply to all Americans
in combat, no matter in what element they engaged.

There are, however, a few simple and fundamental propositions to
which the Armed Forces subscribe in telling their officers what may
be expected of the average man of the United States under the con-
ditions of battle. Generally speaking, they have held true of Americans
in times past from Lexington on April 19, 1775, to the withdrawal
of the last brigade from Vietnam toward the end of 1972. The fighting
establishment builds its discipline, training, code of conduct, and pub-
lic policy around these ideas, believing that what served yesterday
will also be the one best way tomorrow, and for so long as our tradi-
tions and our system of freedoms survive. These propositions are:

(Excerpt from The Armed Forces
Officer )

When led with courage and intelligence, an American will fight
as willingly and as efficiently as any fighter in world history.

His keenness and endurance in war will be in proportion to the
zeal and inspiration of his leadership.

Ill

He is resourceful and imaginative, and the best results will al-
ways flow from encouraging him to use his brain along with his
spirit

Under combat conditions, he will reserve his greatest loyalty for
the officer who is most resourceful in the tactical employment
of his forces and most careful to avoid unnecessary losses.

He is to a certain extent machine-bound because the nature of
our civilization has made him so. In an emergency, he tends to look
around for a motor car, a radio, or some other gadget that will
facilitate his purpose, instead of thinking about using his muscle
power toward the given end. In combat, this is a weakness which
thwarts contact and limits communications. Therefore it needs to
be anticipated and guarded against

War does not require that the American be brutalized or bullied
in any measure whatever. His need is an alert mind and a tough-
ened body. Hate and bloodlust are not the attributes of a sound
training under the American system. To develop clearly a line of
duty is sufficient to point Americans toward the doing of it

VII

Except on a Hollywood lot there is no such thing as an Amer-
ican fighter "type." Our best men come in all colors, shapes, and
sizes. They appear from every section of the Nation.

VIII

Presupposing soundness in their officer leadership the majority
of Americans in any group or unit can be depended upon to fight
loyally and obediently and will give a good account of themselves.

In battle, Americans do not tend to fluctuate between emotional
extremes, in complete dejection one day and in exultation the next,

D-2

according to changes in the situation. They continue, on the whole,
on a fairly even keel, when the going is tough id when things
are breaking their way. Even when heavily shocked by battle
losses, they tend to bound back quickly. Though their griping is
incessant, their natural outlook is on the optimistic side, and they
react unfavorably to the officer who looks eternally on the dark
side.

During battle, American officers are not expected either to drive
their men or to be forever in the van, as if praying to be shot. So
long as they are with their men, taking the same chances as their
men, and showing a firm grasp of the situation and of the line of
action that should be followed, the men will go forward.

In any situation of extreme pressure or moral exhaustion, where
the men cannot otherwise be rallied and led forward, officers are
expected to do the actual, physical act of leading, such as per-
forming as first scout or point, even though this means taking over
what normally would be an enlisted man's function.

XII

The normal, gregarious American is not at his best when play-
ing a lone-handed or tactically isolated part in battle. He is not a
kamikaze or a one-man torpedo. Consequently, the best tactical
results obtain from those dispositions and methods that link the
power of one man to that of another. Men who feel strange with
their unit, having been carelessly received by it, and indifferently
handled, will rarely, if ever, fight strongly and courageously. But
if treated with common decency and respect, they wjll perform
like men.

XIII

Within our school of military thought, higher authority does
not consider itself infallible. Either in combat or out, in any
situation where a majority of militarily trained Americans be-
come undutiful, that is sufficient reason for higher authority to
resurvey its own judgments, disciplines, and line of action.

XIV

To lie to American forces to cover up a blunder in combat
never serves any valid purpose. They have a good sense of com-
bat and an uncanny instinct for ferreting out the truth when any-
thing goes wrong tactically. They will excuse mistakes, but they
will not forgive being treated like children.

D-3

When spit-and-polish are laid on so heavily that they become
onerous, and the ranks cannot see any legitimate connection be-
tween the requirements and the development of an attitude that
will serve a clear fighting purpose, it is to be questioned that the
exactions serve any good object whatever.

XVI

On the other hand, because standards of discipline and courtesy
are designed for the express purpose of furthering control under
the extraordinary frictions and pressures of the battlefield, their
maintenance under combat conditions is as necessary as during
training. Smartness and respect are the marks of military alert-
ness, no matter how trying the circumstances. But courtesy starts
at the top in the dealing of any officer with his subordinates, and
in his decent regard for their loyalty, intelligence, and manhood.

XVII

Though Americans enjoy a relatively bountiful, and even lux-
urious, standard of living in their home environment, they do not
have to be pampered, spoon-fed, and surfeited with every comfort
and convenience to keep them steadfast and devoted, once war
comes. They are by nature rugged men, and in the field will re-
spond most perfectly when called upon to play a rugged part Soft
handling will soften even the best men. But even the weak man
will develop a new vigor and confidence in the face of necessary
hardship, if moved by a leadership that is courageously making
the best of a bad situation.

XVIII

Extravagance and wastefulness are somewhat rooted vin the
American character because of our mode of life. When our men
enter military service, there is a strong holdover of their prodigal
civilian habits. Even under fighting conditions, they tend to be
wasteful of drinking water, food, munitions, and other vital sup-
ply. When such things are made too accessible, they tend to throw
them away rather than conserve them in the general interest This
is a distinct weakness during combat, when conservation of all
supply may be the touchstone of success. Regulation of supply and
prevention of waste in any form is the prime obligation of every
officer.

XIX

Under the conditions of battle, any extra work, exercise, ma-
neuver, or marching that does not serve a clear and direct opera-
tional purpose is unjustifiable. The supreme object is to keep men

D-4

as physically fresh and mentally alert as possible. Tired men take
fright and are half-whipped before the battle opens. Worn-out
officers cannot make clear decisions. The conservation of men's
powers, not the exhaustion thereof, is the way of successful
operation.

Wherr forces are committed to combat, it is vital that not one
unnecessary pound be put on any man's back. Lightness of foot
is the key to speed of movement and the increase of firepower.
In judging these things, every officer's thought should be on the op-
timistic side. It is better to take the chance that men will manage to
get by on a little less than to overload them, through an over-
cautious reckoning of every possible contingency, thereby destroy-
ing their power to do anything effectively.

XXI

Even thorough training and long practice in weapons handling
will not always insure that a majority of men will use their weap-
ons freely and consistently when engaging the enemy. In youth
they are taught that the taking of human life is wrong. This feeling
is deep-rooted in their emotions. Many of them cannot shake it
off when the hour comes that their own lives are in danger. They
fail to fire though they do not know exactly why. In war, firing
at an enemy target can be made a habit. Once required to make
the start, because he is given personal and intelligent direction,
any man will find it easier to fire the second and third time, and
soon thereafter his response will become automatic in any tactical
situation. When engaging the enemy, the most decisive task of
all junior field force leaders is to make certain that all men along
the line are employing their weapons, even if this means spending
some time with each man and directing his fire. Reconnaissance
and inspection toward this end, particularly in the early stages
of initial engagement, are far more important than the employ-
ment of weapons by junior leaders themselves, since this tends
to distract their attention from what the men are doing.

XXII

Unity of action develops from fullness of information. In combat,
all ranks have to know what is being done, and why it is being
done, if confusion is to be kept to a minimum. This holds true
in all types of operation, whatever the Service. However, a sur-
feit of information clouds the mind and may sometimes depress
the spirit. We can take one example. A commander might be con-
fronted by a complex situation, and his solution may comprise a
continuing operation in three distinct phases. It would be advisable

D-5

that all hands be told the complete detail of "phase A." But it
might be equally sensible that only his subordinates who are clos-
est to him be made fully informed about "phase B" and "phase C."
Since all plans in combat are subject to modification as circum-
stances dictate, it is better not to muddle men by filling their
minds with a seeming conflict in ideas. More important still, if the
grand object seems too vast and formidable, even the first step
toward it may appear doubly difficult Fullness of information
does not void the other principle that one thing at a time, care-
fully organized all down the line, is the surest way.

XXIII

There is no excuse for malingering or cowardice during battle.
It is the task of leadership to stop it by whatever means would
seem to be the surest cure, always making certain that in so doing
it will not make a bad matter worse.

XXIV

The Armed Services recognize that there are occasional indi-
viduals whose nervous and spiritual makeup may be such that,
though they erode rapidly and may suffer complete breakdown
under combat conditions, they still may be wholly loyal and con-
scientious men, capable of doing high duty elsewhere. Men are
not alike. In some, however willing the spirit, the flesh may still
be weak. To punish, degrade, or in any way humiliate such men
is not more cruel than ignorant. When the good faith of any in-
dividual has been repeatedly demonstrated in his earlier service,
he deserves the benefit of the doubt from his superior, pending
study of his case by medical authority. But if the man has been a
bad actor consistently, his officer is warranted in proceeding on
the assumption that his combat failure is just one more grave
moral dereliction. To fail to take proper action against such a man
can only work unusual hardship on the majority trying to do
their duty.

XXV

The United States abides by the laws of war. Its Armed Forces,
in their dealing with all other peoples, are expected to comply
with the laws of war in the spirit and to the letter. In waging war,
we do not terrorize helpless non-combatants if it is within our
power to avoid so doing. Wanton killing, torture, cruelty, or the
working of unusual and unnecessary hardship on enemy prisoners
or populations is not justified in any circumstance. Likewise, re-
spect for the reign of law, as that term is understood in the United
States, is expected to follow the flag wherever it goes. Pillaging,
looting, and other excesses are as immoral when Americans are

D-6

operating under military law as when they are living together
under the civil code. Nonetheless, some men in the American forces
will loot and destroy property unless they are restrained by fear
of punishment. War looses violence and disorder; it inflames pas-
sions and makes it relatively easy for the individual to get away
with unlawful actions. But it does not lessen the gravity of his of-
fense or make it less necessary that constituted authority put him
down. The main safeguard against lawlessness and hooliganism in
any armed body is the integrity of its officers. When men know
that their commander is absolutely opposed to such excesses and
will take forceful action to repress any breach of discipline, they
will conform. But when an officer winks at any depredation by
his men, it is no different than if he had committed the act.

XXVI

On the field of sport, Americans always "talk it up" to keep
nerves steady and to generate confidence. The need is even greater
on the field of war, and the same treatment will have no less
effect. When men are afraid, they go silent; silence of itself further
intensifies their fear. The resumption of speech is the beginning of
thoughtful, collected action, for two or more men cannot join
strength and work intelligently together until they know one an-
other's thoughts. Consequently, all training is an exercise in get-
ting men to open up and become articulate even as it is a process
in conditioning them physically to move strongly and together.

XXVII

Inspection is more important in the face of the enemy than dur-
ing training because a fouled piece may mean a lost battle, an
overlooked sick man may infect a fortress, and a mislaid message
can cost a war. By virtue of his position, every junior leader is an
inspector, and the obligation to make certain that his force at all
times is inspection-proof is unremitting.

XXVIII

In battle crisis, a majority of Americans present will respond to
any man who has the will and the brains to give them a clear,
intelligent order. They will follow the lowest-ranking man present
if he obviously knows what he is doing and is morally the master
of the situation, but they will not obey a chuckle-head if he has
nothing in his favor but his rank.

XXIX

Americans are uncommonly careless about security when in
the combat field. They have always been so; it is part of their na-
ture. Operations analysts reckoned, as to Vietnam, that this fault

D-7

in itself accounted for approximately one-third of our casualties.
This weakness being chronic, there is no safeguard against it ex-
cept super vigilance on the part of officers, and the habit is easiest
formed by giving foremost attention to the problem during train-
ing exercises.

XXX

For all officers, due reflection on these points relating to the
character of our men in war is not more important than a con-
tinuing study of how they may be applied to all aspects of train-
ing, toward the end that we may further strengthen our own sys-
tem. That armed force is nearest perfect which best holds itself, at
all times and at all levels, in a state of readiness to move against
and destroy any declared enemy of the United States.

D-8

Appendix E

A legacy of esprit and leadership

by MGen John A. Lejeune

t "Combat leader, scholar, thinker, educator, innovator — all these describe
the man who became the thirteenth Commandant of the Marine Corps and
served as such for nine years during the 1920's. " With these words Gen
Lemuel C. Shepherd Jr., 20th Commandant describes MGen John A. Lejeune
in the preface to the new edition of Reminiscenscs of a Marine, Lejeune 's
memoirs, republished this month by the Marine Corps Association.

Over the years John A. Lejeune has become almost a legend in the Marine
Corps. "Besides the many 'firsts' of his distinguished thirty-nine year career, "
Gen Shepherd goes on to say, "Lejeune can perhaps best be described as the
man who charted the course of the Corps in the 20th century. "And indeed he
did, when he directed a study of amphibious warfare at Marine Corps Schools,
Quant ico from which the Corps' modern amphibious doctrine evolved. But
above all else Gen Lejeune 's legacy comes down strongest for his model of
leadership. He set forth the "teacher-pupil" approach in the relationship be-
tween officer and enlisted which still provides the hallmark for Marine Corps
leadership.

On 18 January 1921 he spoke to the Army General Staff College (forerun-
ner of the Army War College), Washington, D. C. about esprit and leadership.
He found the two inseparable. His message is timeless and proves that in
leading men, leadership doesn 't change much, only men do. On the 59th an-
niversary of Gen Lejeune 's appointment as Commandant of the Marine
Corps, we publish his talk on leadership as he gave it 58 years ago.

When General Smith wrote to me and
asked me to come down to the
General Staff College and make a
talk on the subject of esprit and
leadership, I was very loathe to accept. In the
first place, I had been at the school here for 14
months and I felt like a fleet officer going back
to the Naval Academy, getting up on the plat-
form and talking to the staff and students of the
school. In the second place, I have been very
busy. I could see ahead that I would be busy
with that kind of work which is very distracting;
there are so many questions coming up all the
time that it is very hard to concentrate on any
one subject. In the third place, Tdid not think,
and I do not think now, that I have any very im-
portant message which would be of great value
to the persons who were going to hear it.
However, I wrote out a talk. Ordinarily I talk
without notes, but I put them down because I
might get a case of buck-fever.

Esprit de corps and morale are kindred sub-
jects; in fact, some writers consider them as
synonomous. This, however, is not the case, as
esprit de corps is only one of the factors which
goes to constitute morale.

Marine Corps Gazette f JuJy 1979

E-1

"Esprit itself cannot be perceived. ..but nevertheless every leader of men knows
that it does exist and that it is. ..necessary to. ..achieve victory."

Morale is three-fold — physical, mental or
professional, and spiritual. The physical condi-
tion of troops has a great influence on their
morale. Men whose bodies are untrained
physically, who are soft from leading sedentary
lives, are unable to stand the strain and stress of
long marches and active campaigning. Their
morale is rapidly lowered, and they soon
become demoralized.

The effect of physical training is exemplified
in the case of Stonewall Jackson's division. In
the fall campaign of '62, they made such long
marches with so few stragglers that they were
called the "Foot Cavalry." General Dick
Taylor, who commanded one of the brigades,
writes very interestingly in his book entitled
"Destruction and Reconstruction," telling how
he trained his brigade to march. He said in '61
Jackson's division marched very poorly. It was
composed largely of men who were brought up
in the country and who were accustomed to ride

Physical condition has great effect on morale.

on horse-back, or were city men who were ac-
customed to riding in carriages. Taylor took his
brigade and practiced it in marching during the
winter of '61 and '62, so in the spring of '63 his
brigade marched so well that it was adopted by
Jackson as an example for the whole division.
The whole division was practiced in marching
with the wonderful results that history tells us
about. The morale of that division as we know
was very high; perhaps the physical condition of
the men had a great effect on it.

Similarly, troops whose professional or
military training has been neglected, and who
are unskilled in the profession of arms, finding
themselves unable to cope on equal terms with a
highly trained enemy force of equal numbers,
have their morale lowered, and it becomes in-
creasingly difficult to obtain results with such
troops until and unless they shall have received
the careful training and instruction which all
troops should have before being thrown into
battle.

There are many instances in history of the
failure of untrained troops. They are particular-
ly liable to panic. I think in our own history the
most notable example is the Battle of Bull Run,
where the Union Army became panic-stricken in
the afternoon of the battle and broke and fled to
Washington. General Grant tells us in his
memoirs of a regiment in Illinois which was bad-
ly officered. Reports came into the governor's
office of the depredations of the troops. They
seem to have committed atrocities all around
southern Illinois, murders, robberies, drunken-
ness, everything of that kind. The governor
turned to General Grant, then Captain Grant,
and said, "What are we going to do?" Grant
said, "Give me command of the regiment and I
can train them." He was appointed colonel and
took command of this regiment, instructed the
officers, trained the men, worked them about
eight hours a day, and in a few months it was
the best regiment of the Illinois troops.

Esprit de corps is the third factor in morale,
affecting, as it does, ihe spirit of the troops.
Like everything pertaining to the spirit, it is in-
tangible, imponderable, and invisible. Esprit
itself cannot be perceived by any of the five
senses, but nevertheless, every leader of men
knows that it does exist and that it is the most
potent of the forces which it is necessary to
utilize in order to achieve victory.

E-2

Napoleon has said that, of all the elements
that go to make up battle efficiency, morale
constitutes 75 per cent, or that morale is to the
material as three to one. Marshal Foch, I have
read, has increased the value of morale over the
material to four to one.

When we consider the meaning of these state-
ments, we are at first amazed to find that these
great masters of the art of war have apparently
gone on record as believing that the element of
morale in any organization or army is three of
four times greater than the combination of all
the material factors, such as the weapons of the
infantry, artillery, and cavalry, and, in the case
of Marshal Foch, of the air service as well. It is
beyond the power of the average man's com-
prehension to fully visualize this. This version of
their statements is, of course, an exaggeration,
in that unarmed troops, no matter how high
their spirit, could not overcome troops fully
armed and equipped with modern weapons,
unless they were absolutely lacking in morale,
which is practically inconceivable, as even the
most inferior troops have some spark of martial
spirit, and are not altogether cowards.

What I think was intended to be conveyed by
the statement of Napoleon was, that an army
with high morale, and necessarily high spirit,
could defeat an army of low morale, and
necessarily low spirit, which was three times as
strong in numbers. A study of history shows
that this has happened over and over again. In
fact, small forces have defeated armies much
greater than three times their size. The battles of
the Greeks with the Asiatic armies alone are suf-
ficient to establish the truth of this statement.
For instance, Alexander's conquest of Asia;
Xenophon's successful retreat with 10,000 men
through the heart of Asia Minor although sur-
rounded by hundreds of thousands of the
enemy; the battles of Marathon, Thermopalae;
and many others.

The Roman armies also overcame forces
many times greater than they in numbers
through their superiority in morale. A handful
of Roman citizens ruled the world until the
Roman Empire broke down through the loss of
morale on the part of its people, when it then
became an easy prey to the hordes of barbarians
who had continually pressed against its outer
circumference for centuries.

Napoleon verified the truth of his belief by
winning many battles with forces inferior in
numbers to those of his opponents.

If it be accepted then as true that the esprit de
corps of any body of troops is of such tremen-

Marine Corps Gazette f July 1979

The author and Gen Butler with SecNav Denby —
"some way to 'put it over' the Navy. "

dous value, evidently it is a most important sub-
ject for a military officer to study. To be able to
create and maintain this living thing which we
call "esprit" in the hearts of his troops is to be a
great leader. Whether he be a platoon, a com-
pany, battalion, regimental, division, or army
commander, the subject is worthy of his careful
attention, and no officer should rest satisfied
until he feels that he possesses that greatest of all
assets — the ability to play upon the emotions of
his men in such a manner as to produce that
most wonderful of all harmonies — the music of
the human heart attuned to great deeds and
great achievements.

To be practical, then, how can we produce
and cultivate morale, and particularly that im-
portant element of morale — esprit — in our
troops? The physical and mental, or profes-
sional phases of morale are well known to all of
us. To acquire them it is simply a matter of ap-
plying practically and intelligently the rules laid
down for physical training and military instruc-
tion. No proper excuse can be made for failure
on the part of officers to bring their troops to
the very finest physical condition and to so in-
struct them as to make them as skillful as the
best in the profession of arms. These things are
the manifest duty of every officer, including the
subaltern, and any officer who fails in the per-
formance of his duty in these respects is un-

E-3

worthy to hold a commission. They are the very
"ABC" of his profession.

The third factor — the spirit — is a more or
less unknown field to all of us and a field which
it is very difficult for us to comprehend by the
exercise of our mental faculties. Logic and
reasoning play but a small part of it. Education
assists but little. It is a matter of dealing with the
emotions, the spirit, the souls of the troops. A
man successful in this realm is a great leader,
and the qualities necessary to make him success-
ful are known as the qualities of leadership.
How, then, shall we inculcate and cultivate these
qualities and become creators of esprit and,
therefore, successful leaders of men?

Perhaps we can learn more on this subject, as
on all military subjects, by a study of history
than by any other method. By consulting his-
tory, let us determine who were some of the
great leaders and then ascertain, if possible, the
methods used by them.

All of us are familiar with the great Hebrew
leader called Moses. All of us know, in a general
way, that he reorganized his people and gave
them a system of government, a body of laws,
and a religion, but I do not believe that the
average person quite comprehends the tremen-
dous power of his leadership and the causes of
his success.

Let us recall to our minds the old Bible story
describing the history of the Jews in Egypt, their
wanderings in the desert, and their entry into the
Promised Land. These people, after several cen-
turies devoted to carrying out the decree of
Heaven to be fruitful and multiply, had become
a numerous people, so numerous, in fact, as to
make their masters, the Egyptians, fear that
they might rise and overthrow them. In conse-
quence, the ruler of the Egyptians enslaved
them. He forced them to live in crowded ghet-
tos, deprived them of the use of weapons, com-
pelled them to do treadmill work, make bricks
without straw, and did everything else in his
power to abuse them physically, mentally,
morally, and spiritually. In spite of this, the
ruler of the Egyptians still feared these people,
and in order to prevent their rapid increase in
numbers, he issued an edict that the first bom
male of each family must be slain at birth. The
mother of Moses, in order to save his life, hid
him in the bullrushes, and he was found and
adopted by the daughter of Pharaoh. He was
given the high degree of physical and mental
training reserved for the ruling classes of Egypt.

Moses, upon attaining manhood, brooded
over the condition of his people, and finally left

the court of Egypt and went out into the desert,
where he spent several years preparing himself
for the great mission which he had personally
assumed — that of freeing his people and
leading them into Palestine. During this time, he
had opportunity to study the lore of the desert,
to train himself in the profession of arms, and to
sanctify his spirit to the unselfish service of his
people and of his God.

This great leader, upon his return to Egypt,
finally, after many vicissitudes, secured the per-
mission of Pharaoh to remove the Hebrews and
their belongings from Egypt, and actually suc-
ceeded in doing so. We know, at the present
time, that the march from Egypt to Palestine is
one of only a few weeks, although the Bible tells
us that the Israelites were lost in the wilderness
and wandered about, apparently in an aimless
manner, for 40 years.

It is inconceivable that Moses could have
allowed this to be done without purpose. He
had lived in the desert for several years; he knew
where guides could be found; and he knew the
routes across the desert himself. A careful study
of the Biblical account shows clearly that the
wanderings of the Israelites in the desert were
carefully planned by Moses himself, and that he
took advantage of this opportunity and of the
time to build up the morale of his people. These
poor and feeble ghetto dwellers either died from
exposure or became hardy by their continued
wanderings, their open-air life, and by the very
difficulties which they had to surmount. They
were compelled to learn the use of weapons and
the lore of the desert in order to live. Moses
taught them how to get food by the chase, how
to find water springs, and how to utilize the
fruits of the ground which they found from time
to time. All of these things were so marvelous to
them that they were called miracles.

Moses combined with this perfection of the
physical instruction and training, the cultivation
of the spirit of his people. He did everything in
his power to cause them to lead virtuous and
clean lives; he gave them the Ten Command-
ments, under circumstances which powerfully
impressed the imagination of the ignorant
Israelites, and these Commandments have come
down to us unchanged and still constitute suides
in the lives of all civilized people. He drew up
and enforced a body of wise and salutary laws.
He organized them by tribes into 12 fighting
units. He insisted upon their adoption of the
worship of the only true God.

Finally, after they had lived for 40 years in the
wilderness, during which time every man,
woman, and child who had left Egypt — with

E-4

the exception of Moses, the civil ruler, and
Joshua, the military leader — had died, Moses
was able to look upon his people and see, in
place of the weak and feeble race he had led
from Egypt, a warlike host of 600,000, every
member of which had been born, raised and
developed in the desert, who were inured to
hardship, were vigorous physically and alert
mentally, trained in the use of warlike weapons,

organized into a fighting force, filled with a
religious enthusiasm which amounted to con-
trolled fanatacism, and determined to reconquer
the land which they had been constantly taught
had been promised their forefather Abraham by
God himself. Moses and Joshua therefore con-
cluded that the time to enter Palestine had
come. Moses himself, having completed his
work, turned over the control of this warlike
host to Joshua, and climbing to the top of a
mountain, saw the Promised Land in the
distance and was gathered to his Fathers.

Joshua led the troops into the Promised
Land, easily overran the country, conquered
and destroyed the tribes occupying it, and his
people took it for their own.

This constitutes, I believe, the greatest exam-
ple in history of the upbuilding of the morale of
a whole people, and the changing of a race of
slaves into a nation of mighty warriors.

There are other similar examples in history,
although not quite so striking. Hannibal after
the First Punic War prepared himself and the
Carthagenians, a commercial trades-people, for
the great war with Rome which he saw could not

be avoided. The history of the early years of the
Second Punic War tells us of his marvelous suc-
cess. Cromwell led a religious rebellion against
the king, carrying the Puritans to victory.
George Washington for eight years led the
revolutionary armies of our own country and
kept up the spirit of his faltering compatriots.
Napoleon seized the opportunity of a regene-
rated France, whose people were fired with ark
enthusiasm for liberty and freedom, to lead her
armies into the path of military glory and con-
quest. Finally, in the World War [I] we have the
example of our own country — a peaceful na-
tion — suddenly becoming filled with military
ardor and the fighting spirit.

In nearly all of these great historical ex-
amples, we find a great leader who, in his own
character, was the incarnation of the aspirations
of his people and who, in his turn, built up their
morale and esprit and led them to their goal.

Human nature is much the same as it has al-
ways been, although it has evolved with its en-
vironment, and the first essential of a successful
military leader is to be able to understand and
comprehend the emotions and the spirit which
lives in the hearts and souls of the men he com-
mands.

The study of leadership involves, therefore,
first of all a study of human nature. One must
put himself in the place of those whom he would
lead; he must have a full understanding of their
thoughts, their attitude, their emotions, their
aspirations, and their ideals; and he must em-
body in his own character the virtues which he
would instill into the hearts of his followers.
True esprit de corps is founded on the great
military virtues such as unselfishness, self-
control, energy, honor and courage.

In time of peace, the cultivation of esprit is
much more difficult than in time of war. The
men have no great mission before them and it is
hard to convince them that it is necessary to
train arduously and to prepare themselves for an
eventuality which does not appear to be immi-
nent. Careful instruction in the history and
traditions of their organization is very helpful in
peace times, and the stirring up of a spirit of
competition between organizations is of the ut-
most importance.

The United States Marine Corps has always
been noted for its esprit de corps. This has been
largely due to the fact that it has always been in
competition with some other arm of the service.
It habitually serves side by side with the Navy,
and every officer who is worth his salt feels im-

E-5

Cemetery at Belleau Wood — even after vicU

pelled to have his detachment, company, or
other organization, win out in every competi-
tion, whether it be baseball, football, or other
athletic activities, target practice, drills,
discipline, appearance, conduct, military eti-
quette, or any of the other many things which
go to make for efficiency. This competitive
spirit is constantly drilled into the men, and as a
result, every good Marine is ever on the qui vive
to find some way to "put it over" the Navy. The
same spirit exists when the Marines are detached
for service with the Army, and an appeal to it
always receives a response. The esprit of the
Marines is that of the Corps, and while there is
always a regimental and company esprit, the
esprit of the Corps predominates.

In peace times too, creature comforts have a
great effect in keeping up the morale of the
men. The officers must see to it that the men are
properly housed, clothed, and fed and that their
time is taken up in useful and interesting instruc-
tion and entertainment. Idleness is the curse of
the military life, but any treadmill instruction is
a poor substitute. Officers must use ingenuity
and initiative and must have their own minds
trained and developed so that they can properly
train their men. Discipline, in its true sense,
should never be neglected. The men should be
made to realize its great importance, but in en-
forcing it, officers should never be harsh or ar-
rogant in their dealings with their men, but al-

the many losses caused a depression in spirit.

ways kind, humane, and just.

In time of war, the leader must keep in touch
with the current of thought of his men. He must
find out what their grievances are, if any, and
not only endeavor to correct the faulty condi-
tions, but also to eradicate any feeling of discon-
tent from their minds. He should mingle freely
with his men and let them understand that he
takes a personal interest in the welfare of every
one of them. It is not necessary for him to iso-
late himself in order to retain their respect. On
the contrary, he should go among them fre-
quently so that every man in his organization
may know him and feel that he knows them.
This should be especially the case before battle.

He should watch carefully the training and in-
struction of the troops, and let them see that he
is determined that they shall be fully prepared
for battle. And if there be no liability of the in-
formation reaching the enemy, he should take
his entire organization into his confidence and
inform them of the great events that are taking
place in other theatres of operations, the part
being played by other units, and by their allies,
if any; and give them Full information on the eve
of battle as to the plan of operations and the
part to be played by each unit of the organiza-
tion. Of course, that depends entirely whether
or not the information can be kept from the
enemy, if you are in reserve position, for in-
stance.

E-6

It is especially advisable, whenever it can be
done, for the commander to assemble his troops
by battalions and address them, telling them of
the great traditions and history of their
organization and appealing to their patriotism
and their esprit de corps. No stone should be left
unturned to fill their hearts and minds with a
determination to conquer, no matter what dif-
ficulties are to be overcome, and what losses
they may be called on to suffer. The commander
himself should be the symbol of the fighting
spirit which he endeavors to foster and should
show in himself a good example of patriotism,
honor, and courage.

The first words of the Articles of Government
of the Navy, which correspond to the Articles of
War, require that the commander of every vessel
should show in himself an example of virtue,
honor, patriotism, and subordination. That is
the preamble for the Articles of Government of
the Navy.

In the larger units, it is frequently impossible
for the commander to address all of the men or
to come in personal contact with them. In this
case, battle orders should be issued. These
orders should be based on a careful study of the
problems involved and an intimate knowledge
of the thoughts of his men. Following the battle,
it is well, too, to issue an order recounting the
exploits of the troops and telling them of the ef-
fects of their efforts. At this time the men are
exhausted in mind and body, and even though
they may have been victorious, they are depress-
ed in spirit on account of the many losses they
have suffered; their comrades have been killed
and wounded, they have witnessed many terrible
scenes, and every effort should be made to cheer
and raise their spirits. Praise and commendation
should be given freely; decorations should be
promptly awarded and delivered immediately
after withdrawal from the front lines. Addresses
to organizations which have distinguished them-
selves should be made. Replacements should be
furnished promptly, if practicable, and the
thoughts of the men immediately turned to
building up their shattered organizations and
preparing again to strike the enemy. Skulkers
and cowards should be promptly and publicly
punished so that all may see the great gulf which
separates them from the gallant men who have
served faithfully and courageously.

One is just as important as the other. The way
it appealed to me overseas is that there were
three classes of men. The first class, [were] the
gallant, courageous fellows who did not require
any urging or any leadership practically, but
who from a sense of duty, loyalty, and

Marine Corps Gazette t July J 979

patriotism would stay up in the front lines and
fight until all hell froze over. And the third
class, [were] the skulkers, the white-livered
fellows whom you could not expect anything of
at all. Then there was a great middle class who
could be swayed either way, and that was the
class you had to deal with. If the services of the
men who fought bravely were not promptly and
properly recognized on the one hand, and if the
skulkers and cowards were not punished on the
other, the sentiment might grow that it was just
as well to skulk. You got nothing for doing your
duty and you got nothing for not doing your du-
ty. The two go hand in hand, and punishments
should be prompt and merciless to a real
coward. On the other hand, praise, commenda-
tion, and rewards should be freely given and
promptly given. The French, I think, under-
stood the psychology of their people from the
way they lined up their troops and decorated
them immediately after they came out of the
fight.

Finally, the most vital thing is to make the
men feel that they are invincible, that no power
can defeat them, and that the success of their
country's cause depends on the victory of their
organization.

I mentioned in reading this about informing
the men beforehand what they were going to do.
That policy was exemplified before the Second
Division went into the battle of the Meuse-
Argonne. We moved up in the reserve of the
Fifth Corps. We had the general officers and the
chief of staff, who was Colonel Ray, at several
conferences at Fifth Corps headquarters, in
which General Summerall explained in the
greatest detail just what each division of the
corps and the whole army was to do on No-
vember 1st. I took this back to division head-
quarters and had the senior officers of the divi-
sion together, and Colonel Ray and myself ex-
plained everything to them. We were then in
reserve with no opportunity for information to
seep through the lines. It was directed that every
officer and every man in the division be inform-
ed of the part we were going to play and what
the object of the battle was, and what would be
accomplished if victory was achieved. A map
was drawn and given to every platoon, and each
platoon leader had his men up and instructed
every one down to and including the privates of
just what his platoon was going to do in the bat-
tle. There was plenty of time and opportunity to
have it all worked out in advance and the conse-
quence was that the whole division felt absolute-
ly certain what it was going through on that day
and it did go through. usJFmc

Reprinted with permission of

1 he Marine Corps Gazette

- ' "The old salts said Peleliu was the fiercest combat they had ever seen.. .For us,
combat was a series of changing events characterized by confusion, awesome
violence, gripping fear, physical stress and fatigue, fierce hatred of the enemy,
and overwhelming grief over the loss of friends...."

Recollections Of A Pf c

Reprinted with permission of
LEATHERNECK MAGAZINE.

Story by E. B. Sledge

Official USMC Photos

E.B. Sledge, Ph.D., is the author of
the popular book, "With The Otd Breed
At Peietiu And Okinawa, "published by
Presidio Press. The book is available to
our readers through the Marine Corps
Association Bookservice at $14.35 for as-
sociation members and $15.95 for non-
members, plus SI. 00 for shipping Gnd
handling.

Sledge was a Marine Pfc and barely in
his twenties when he landed with the First
Marine Division on the is/and of Peleliu
in September 1944. Following is his
stark, ground-level account of "one of
the most fierce, savage and bloody bat-
tles of WW //."- Ed.

■ ■ he battle for Peietiu was a long, long
Ml time ago, and it is not pleasant to set
forth the following recollections of my
days there as a Marine Pfc. There is
neither nostalgia nor wistful sentimen-
tality in recounting the suffering, brutali-
ty and horror that was the reality I ex-
perienced in one of the most fierce, sav-
age and bloody battles of WW li.

Thirty-nine years have not dimmed the
memory. However, if my comments en-
able ihe reader to visualize more clearly
the true nature of the awesome obstacles
which confronted my comrades, and
how they overcame them, then I am
amply rewarded.

My experiences were typical of those
of most Marines in a rifle company.
Many fine historical accounts of cam-
paigns—the "big picture" — clearly ex-
piain what happened in a battle. This is as
it should be. However, one should keep
in mind the very important fact that the
infantryman in combat was totally im-
mersed in the abyss of hell, fighting the
enemy in a desperate struggle for sur-
vival.

For us, combat was a series of chang-
ing events characterized by confusion,
awesome violence, gripping fear,
physical stress and fatigue, fierce hatred
of the enemy, and overwhelming grief

At full strength, "K" Company, 3rd Battalion, 5th Marines. First Marine Division,
numbered 235 men. The bitter fighting on Peleliu cost the company about 64 percent
casualties. Afterwards, the weary survivors prepared to board ship tor Pavtrvu.

F-2

PELELIU(cont.)

"The battle for Peleliu was savage ana brutal. Compassion was never extended to the
enemy and was not expected in return. But to our own— both wounded and dead — a
mother tending her babe could not have been more gentle."

over the loss of friends. We endured vile
personal filth in a repulsive environment,
saturated with the stench of deaih and
decay. The vital element in our lives was
the faith and trust we had in each other.
Nothing else mattered.

I have written elsewhere a detailed ac-
count of many of my experiences on
Peleliu. Here, I am simply setting forth
certain events taken from the total ex-
perience, and the reader should not look
for continuity in the sequence of
episodes. Time had no meaning — we liv-
ed only in the present moments of each
event, for survival seemed less and less
likely amid the violence and death of the
present.

Like any other WW II enlisted Marine
in a rifle, or line, company, the company
was my world and my home — the 235
men of K Company, 3rd Battalion, 5th
Marines, First Marine Division, were my
family.

In combat I saw little, knew little, and
understood still less about anything that
occurred outside K-3-5. We had our
hands full fighting and trying to survive

moment to moment. I was assistant gun-
ner on #2 gun in the company's 60-nim.
mortar section. Mcrriel A. ("Snafu")
Shelton, of Louisiana, and a veteran of
the Cape Cloucester Campaign, was
gunner — and there wasn't a finer one.

1stLt "Stumpy" Stanley

F-3

Our veteran company commander.
Cap! Andrew A. ("Ack Ack") Haldane.
was widely acclaimed as one of the very
best in the Marine Corps. He was a large
man and possessed even- personal and
professional attribute of ability, leader-
ship, courage, compassion and dignity
one could possibly find in the best of offi-
cers.

Second in command was the veteran
Executive Officer, lslLt Thomas A.
("Stumpy") Stanley. Short, muscular,
equally as capable as Ack Ack, Stumpy
was always on the move. If Ack Ack was
the rudder that guided K-3-5, Stumpy
was the propeller that kept it mov-
ing— never too fast, never loo slow, but
just the right pace for the situation at
hand.

In my most vivid picture of Ack Ack,
he is studying a map, his prominent jaw
covered with a stubble of black beard, his
brow beneath the rim of his helmet creas-
ed and wrinkled in concentration, his
radio man and a couple of runners beside
him, awaiting orders.

Stumpy seemed always on the move.

His muscular legs driving like pistons
across Peleliu's rough terrain as he coor-
dinated positions, supervised removal of
die wounded, or checked the company's
flanks. When we had to withdraw from
some untenable position, Stumpy always
seemed 10 be the last man out — walking
backwards, or running and turning as he
fired bursts from his Thompson .45 cal.
submachine gun to cover our with-
drawal. He always went where there was
a problem and squared things away. It
was a miracle that he never got hit. He
was constantly exposed to heavy fire even
when the rest of us were ordered to take
cover.

**•»

Early afternoon on D-Day found the
three companies of 3/5 — I, K and
L — separated and out of contact in the
thick scrub growth somewhere south of
the airfield. The battalion CP. had been
knocked out by enemy shelling and most
of us in K Company were pinned down
by small arms and shell lire. Visibility
was poor through the scrub, smoke and
dust. Ammunition was low, water was
short, and the heat was unbearable. I
feared we would all be lost, but the
veterans, though obviously afraid, re-
mained calm and confident.

Sgt Henry A. "Hank" Boyes con-
tacted a tank , climbed onto the turret and
directed the gunner's fire. He spotted and
directed the knockout of four strongly
held Japanese artillery positions. Hank
clung to the turret of that tank amidst a
storm of enemy fire of every kind and
caliber. The enemy was all around us, so
the tanker rotated his turret and fired his
.30 caliber machine guns and 75-mm.
cannon in a complete 360-degree circle.

A Japanese 75-mm. field gun was
knocked out about 30 yards from my
squad around a bend in a trail. We could
hear the terrifying, thundering reports of
the enemy gun firing, but couldn't see it.
Hank emerged unscratched, and the op-
position was almost wiped out in our
area. Why he wasn't shot to pieces I'll
never understand. We were able to fall
back and later tie in with the Division line
at the edge of the airfield after dark.

Hank Boyes was later awarded the Sil-
ver Star Medal on Stumpy Stanley's re-
commendation. Hank single-handedly
saved K-3-5 that day. Stumpy said years
later that it was the only medal he ever re-
commended in K-3-5 throughout Peleiiu
and Okinawa. It is his conviction that
every man in the company at one time or
another did something deserving of a
decoration, but Hank's heroism that day
saved us all. On this all the survivors
heartily agree.

*•••

ItAlllI RNFCh • IfPlfMBCR '983

(ABOVE) On September 28, 1944, the weary Marines of K/3/5 moved inland
after hitting the beach on Ngesebus Island. (BELOW) During the first week
of October 1944, K/3/5 attacked through "Death Valley" on Peleiiu, receiving
fire from all directions. (BOTTOM) Marines carried their wounded to safety
through a ravine on Peleiiu.

PELELIU (copt.)

On the morning of September 16,
1 944, as we took up positions to make the
costly attack across the open airfield un-
der heavy fire, 1 passed a Marine machine
gun position in a company of 2/5 that
had killed about 15 Japanese during a
pre-dawn counterattack. The dead were
strung out in front of the gun and all had
one or more disc-shaped mines tied to
their bodies. The Japanese closest to the
gun position had an unexploded grenade
in his right hand, plus a mine tied on his
pack above his shoulders and one on
each hip.

"With all our flares and star shells, '
managed to see this bunch and rack 'em
up before they rushed us in the dark and
set off those mines," the gunner told me.
"I guess that first one was going to set ofi
his mines with the grenade," 1 replied.
"You said that right," remarked the
gunner, "and it would have played hell
with this part of our line if he had."

"Let's go, Sledgehammer," someone
veiled.

I passed a small crater with a man in
Marine battle dress sitting in it with a
small portable typewriter on his knees.
We halted nearby and I watched in ad-
miration as the correspondent typed furi-
ously away with shells whistling over and
bursting with increasing frequency in our
area.

We were filled with dread as we lay on
the scorching hot coral and looked north
across the open toward Bloody Nose
Ridge. Snafu and I were in the area where
the upright and the horizontal runways
intersected to form a figure 4. The hori-
zontal runway ran roughly northeast. As
we moved forward, 1 clenched my teeth,
prayed and squeezed my carbine stock.

Enemy artillery shells came in scream-
ing or whistling. The smaller the caliber,
the higher the pitch. Our 75's went
swishing over on their deadly mission,
joined by big naval shells which rumbled
along like locomotives in the distance.
Enemy mortar shells, mostly the big
81 -mm. and 90-mrn., emitted an almost
inaudible, soft whisper — whissh-shh-
shh, whissh-shh-shh — as they approach-
ed. So soft was the sound of their ap-
proach that the shell was almost upon us
without warning.

The sound of the explosion seemed to
be in two parts and began with a grinding
and crunching noise like some demon
clawing its way to freedom from inside
the shell, followed by a loud, dull
BANG. Steel fragments rushed out and
tore through the air with a whirring, rip-
ping sound that caused even the most
stout-hearted to cringe. That terrible

Pfc Bill Leyden, of New York, was
one of the many unsung heroes of
the Peleliu campaign. He was badly
wounded by a Japanese grenade on
Ngesebus Island.

murmuring voice of an incoming mortar
shell, so intimate and insidious, seemed,
like the ghostly summons of some
ghoulish witch, to enter into oblivion on
the wings of violent explosion. Each shell
seemed alive to me and to be whispering,
"Maybe next time."

We got across unhurt except for a
bruise Snafu received on his side from a
spent fragment. Many others weren't so
lucky. To be shelled in the open as we ran
was a terrifying experience — one of my
most horrid and vivid memories.

One day we were read an "inspiring
message" from the Division Command-
ing General to the effect that we didn't
need Army help to finish Peleliu. This
was met with curses and profound ex-
pressions of hope from the troops that
unprintable things should be in the gen-
eral's future. We had given our all, lost a
majority of our buddies, endured the
horrors of hell, and we were in no mood
for messages of cheer from way back at
the Division CP.

**••

On September 28, after two weeks of
24-hour-a-day combat, the weary men of
depleted 3/5 boarded amtracs and at-
tacked Ngesebus Island to capture the
fighter strip. Despite our fears, the lan-
ding was easy, thanks to the magnificent
support of Corsairs and naval gunfire. A
ridge honeycombed with caves gave
K-3-5 a lot of trouble, however. Official
reports said opposition was "meager,"
"light," or "slight." Possibly so in Divi-
sion CP. On the line it was a bloody

fierce fight. There was ample evidence of
the enemy's willingness to die fighting.

Pfc Bill Leyden, of New York, saw
four enemy soldiers run down into a
cave, so he tossed a grenade in after
them. It exploded and an enemy soldier
immediately jumped out, threw a
grenade, and yelled in perfect English,
"Here I am Marine! Kill me! Kill me!"
Leyden fired from the hip — all eight
rounds from his Ml, killing the soldier
instantly. The grenade exploded in the
air, shrapnel struck Leyden in the left eye
and the concussion knocked him out. He
came to in a moment, just in time to
reload his rifle and shoot an enemy
soldier crawling along in front of him.

Leyden was carried on a stretcher to an
amtrac for evacuation. Dazed and in
pain, he looked up as a Marine asked,
"How is it up there, son?"

In that fury all front-line Marines
reserved for anyone not on the line,
Leyden retorted, "Get off your ass and
go inland about 200 yards and you can
find out."

Astonished, the man replied, "Don't
worry, son. You'll be all right," as he
moved away.

Another casualty on the amtrac in-
formed Leyden he had just addressed
LtCol Lew Walt, the Executive Officer
of the 5th Marines.

(Leyden recovered and returned to
K-3-5 after Pddiu. On his 19th birthday,
on Okinawa, he was blown into the air
and seriously wounded by the terrific
blast and concussion of an artillery shell
landing in his foxhole. Years later, at a
Marine Corps reunion, Lew Walt re-
minded Leyden of the incident at
Ngesebus. The intrepid Walt had been so
astounded at the insubordination of the
young casualty that he had backed off
the amtrac ramp and nearly broken his
ankle.)

We were exhausted after the day-and-
a-half fight on Ngesebus. Over 470
Japanese troops were killed. K-3-5 alone
lost eight killed and 24 wounded — hardly
"meager" opposition. We had already
fought for two terrible weeks on Peleliu,
but rest and relief were not yet to be our
reward.

••••

On October 1 , 1944, 3/5 was attached
to the 7th Marines. We made hopeless at-
tacks on the Five Sisters ridges, K-3-5 los-
ing eight killed and 22 wounded. For 15
more grueling days and nights we fought
in the valleys and on the ridges of the
Umurbrogol Pocket, blasted and burned
as barren as the surface of the moon . Our
intense hatred of the enemy grew as they
shot our helpless wounded and the
dedicated corps men who were struggling

F-5

If A7HCTWFCK • SFPTEI0BEH 1983

"On the line in the ridges o( Peleliu I saw men
from Division Headquarters, Amtracs, Artillery.
Engineers. Weapons Company, etc . — Marines
one and all—and that's why we won." — E.B

to give what aid and comfort they could
on the battlefield.

No amount of shelling, bombing,
napalm, or satchel charges seemed to do
much damage to the coral rock which
protected the enemy in his caves. Every
night they raided and tried to infiltrate
our lines. We were so weary 1 often had
to hold the eyelid of one eye open to stay
awake while Snafu tried to sleep. One
man had to be awake all night in each
foxhole — or "position," — because it
was impossible to dig into the rock. We
frequently fired illumination shells
and/or H.E. ail night. The muzzle flash
of the monar was attractive to infiltra-
tors.

War as we knew it was savage and
brutal. Compassion was never extended
10 the enemy and was not expected in re-
turn. But to our own — both wounded
and dead — a mother tending her babe

could not have been more gentle.
**»*

After exactly one month on the line we
were relieved by Army troops who

fought five more weeks to knock out the
last enemy position.

We lost about 64% casualties in K-3-5.
Statistics to historians, but fine, trust-
worthy buddies and leaders to the grief-
stricken survivors. The old salts said Pe-
leliu was the fiercest combat they had
ever seen.

How were we able to win such a fierce
fight? I'll leave the "big picture" to the
historians. But, it should be remember-
ed, in the Pacific, for every infantryman
on the line, 18 men were required in sup-
port {The Sharp End by John Ellis).
Therefore, one man out of every 19 knew
war at its worst. The infantryman was
called on to put his life on the line time
after time beyond hope of survival, and
to the point of near-collapse.

i believe, from personal experience in
two campaigns and over 30 years of stu-
dying the Pacific War, that Marines were
the finest troops in WW II. Their record
bears out my conclusion. A combination
of ingredients went into the production
of such crack troops: strict discipline;
thorough, tough training beginning with

boot camp, and emphasis on hand-to-
hand combat (which built confidence)
and on weapons skill and physical
fitness; superb leadership from corporals
on up; esprit de corps — in the USMC,
and in each unit itself; confidence, faith
and trust in each other; the will to win
and not to quit. Much of this can be sum-
med up as pride and morale. It was not a
smug cockiness, but genuine self-
confidence at both the individual and the
unit levels. It was simply unthinkable to
let another Marine down.

Frankly, I didn't like much of my
training— I thought it was going to kill
me, and sometimes it just seemed
pointless. In retrospect, I realize it all had
a purpose and it was all essential — it
made me a Marine. Every Marine is first
an infantryman and a specialist secon-
darily.

On the line in the ridges of Peleliu I
saw men from Division Headquarters,
Amtracs, Artillery, Engineers, Weapons
Company, etc. — Marines one and
ail — and that's why we won.

it A rHERNSC* • SfPHMBfR 1993

F-6

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

PROFILES IN COURAGE

1. Introduction . Courage, both physical and moral, is in the
heart and soul of every Marine. It is the motivating force that
makes Marines special, a cut above those in society who think of
themselves first. Courage is the state of mind and spirit that
enables Marines to face the fear of combat with the utmost
confidence, and resolution to fight unreserved for what is right.

Adhering to a personal honor code is not quite the same as
being law-abiding or following regulations. An honorable Marine,
for example, will truthfully admit not cleaning his or her
weapon, admitting violation of regulations requiring their
cleaning .

Such an admission requires moral courage. It also means that
the honorable Marine can be trusted to report things accurately.
This is fundamental to trust, teamwork, and success on the
battlefield .

Moral courage takes many forms. It could mean remaining at
one's post under extremely difficult conditions. Dr. Craig M.
Cameron described instances of this in his analysis of the 1st
Marine Division's combat experience. On Guadalcanal, when there
were no replacements for casualties, many 1st Division Marines
would not go to sick call even though they should have been in
the hospital for malaria and other tropical diseases. In their
view it was more important to stay and protect their fellow
Marines. Going to the hospital would have been tantamount to
abandoning their friends .

The distinction between moral and physical courage is usually
blurred. Many times, strength of character may manifest itself
as physical courage. A good example occurred during the World
War I battle of Soissons. A heavy German counterattack left
First Lieutenant Clifton B. Cates, later Commandant of the Marine
Corps, and a handful of Marines in a dangerously exposed
position. Given the size of his force, he could have ordered a
withdrawal. Instead, he sent the following message to his
battalion commander:

"I am in an old abandoned French trench bordering on road
leading from your CP and 350 yards from an old mill. I have only
two men left out of my company and 20 out of other companies. We
need support but it is almost suicide to try to get it here as
we are swept by machine gun fire and a constant artillery barrage
is upon us. I have no one on my left and only a few on my right.
I will hold. "

2. Overview . The purpose of this period of introspection is to
study examples of Marine courage, appreciate the sacrifices made
by fellow Marines to strengthen your own courage, and in some
examples, further your own warfighting expertise.

22-1

3 . References

Wise, Colonel Frederick M. , and Frost, Meigs 0.

A Marine Tells It to You. New York, NY, J.H. Sears &
Company, Inc., 1929, pp. 201-239.

Fehrenbach, T.R. This Kind of War. New York, NY, The
Macmillan Company, 1963, pp. 189-197.

United States Marine Corps. Guidebook for Marines,
Fourteenth Revised Edition, 1 July 1984, pp. 33-35.

4. Discussion Leader Notes. Have each seminar member read the
following profiles in courage. At the completion of each
reading, there will be a list of "recommended" points of
discussion to assist the group in identifying and appreciating
the courageous acts of the subject (s) presented.

5 . Discussion .

a. World War I--From Colonel Frederick May Wise's
description of Bois De Belleau (the Battle of Belleau Woods)

"Just past noon, a runner came up the road with orders from
Colonel Neville. We were to proceed to the northeast edge of the
woods, which were northwest of LucyleBocage , and await orders.

By two o'clock that afternoon we were under way, going across
open fields. High in the air I saw several German sausages
(observation balloons) . I knew those woods were going to catch
hell shortly. In about an hour we were newly established on their
edge. This time I had the men scatter well among the trees. I
warned them especially against bunching up. We settled down
again to wait for orders.

Along toward ten o ' clock that night the German shelling
started. They gave those woods hell. The Germans were pouring
everything they had into that ridge. It didn't take any urging
for the Marines to get into fox holes the minute they knew we
were going to hold it. But though the Germans didn't launch any
infantry attack, they kept up a continuous shelling with all the
artillery in range, and poured an unceasing stream of machine-gun
and rifle fire against that ridge. Everywhere up and down the
line, masses of earth, chunks of rock, splinters of trees, leaped
into the air as the shells exploded. Machine-gun and rifle
bullets thudded into the earth unendingly. That place was
getting warm.

About nine o ' clock that morning Colonel Feland came up behind
the ridge on foot. He told me the First Battalion was just a
little on my left. But the Third, he said, had been badly cut up
and the rest of it was around LucyleBocage.

Clinging to the crest of that ridge, we found the German
shells bad enough. But there was worse to come. They had trench
mortars in the Bois de Belleau, and presently they began to cut
loose on us with them. Those aerial torpedoes, nearly four feet
long, packed with T.N.T., would come sailing through the air and

22-2

land on the ridge. That whole ridge literally shook every time
one of them exploded.

All that day the bombardment kept up. It was the most terri-
fic fire I had ever experienced. At night it slackened somewhat,
only to resume next morning. It kept up all next day. Some gas
shells fell, too, but the gas wasn't bad enough to make us put on
our masks .

Why the Germans didn't attack and break through that line of
ours I never will be able to understand. All that second day we
took the shelling in our faces and held the line. That night,
thank God, it slackened again.

But it began all over again with daybreak on the third
morning. We stayed there and took it and held our fire. There
was nothing in sight but trees to shoot at. That third day
passed with surprisingly few casualties. It proved to me that
artillery can't drive infantry out of any place if the infantry
scatter and stick. The way we were scattered, the worst a shell
could do was kill one man.

We settled down for the third night. Cold food and ammuni-
tion were plentiful. On the morning of the fourth day a runner
came up with a message that a side car was waiting for me back at
the foot of the ridge; that Brigadier General Harbord wanted to
see me at brigade headquarters . I found him in a farm house
several miles back.

"Wise, he said, the Sixth Marines have made two attacks on
the Bois de Belleau. The first one failed. The second made a
little headway on the southern edge of the woods. You're on the
ground, there. You know the conditions. It's up to you to clean
it up. Go ahead and make your own plans and do the job." "Very
well, sir." "Do you want some artillery assistance?" he asked.
"No sir, " I told him. "With the small amount of artillery we
have, it only warns the Germans when the attack is to take
place . "

I left him and took the side car over to regimental headquar-
ters in a house at La Voie du Chatel, about halfway to the ridge.
There I found Colonel Neville. I told him what orders I had
received. "May I have my other company?" I asked. He said he'd
order it back.

General Harbord ' s order had given me carte blanche. I didn't
see any use following the same line of attack which had failed
with the Sixth Marines, as the Germans evidently had their lines
of defense worked out to receive attacks from that direction. It
was common sense to hit them where they weren't looking for it.
So I determined to risk everything on the unexpected and attack
them from their rear. Thus I would get in between them and their
lines of support, which were along the railroad in front of the
northern edge of the Bois de Belleau.

I got back to the ridge and sent for my company commanders .
The Germans were still hammering us with drum fire. Captain
Wass, Captain Williams, Captain Durlbeck and Lieutenant Cook
presently appeared. They were red-eyed, dirty, unshaven. We sat
down under a tree .

22-3

I explained to them what our mission was and how it was to be
accomplished. I told them it was a hell of a risk, but that I
had a hunch that if we caught the Germans in the rear of their
defenses, we would have much more of a chance of succeeding than
in trying to attack over ground on which two earlier efforts had
not been successful. I asked for any opinions. They all agreed
with me. I set zero hour at four A.M. and told them we would get
ready for the attack before daybreak; that after we got to the
northern edge of the woods, any German shelling would hit among
the Germans as well as us, and I doubted very much if we'd be
annoyed by any shell fire.

From where we sat we could see the ground where the attack
was to be formed, and they'd have plenty of time to explain to
the junior officers and men exactly what was to be done. The
whole thing depended on getting across the Lucy-Torcy road before
daybreak and making a rapid advance to the northern edge of the
woods .

The First Battalion was to relieve us at midnight. I had
seen Major Turrill about it personally, so that the relief would
be made rapidly and without noise.

I ordered that each man, in addition to his ammunition belt
carrying one hundred rounds, was to be issued two extra bando-
leers, giving him one hundred and twenty rounds more.

I also designated where my P.C. would be, both at the jump
off and during the attack. Both places were in plain sight.
They went back to their companies. The battalion was made ready
for the attack. Down to the last man in the ranks, everybody
knew every detail of the plan.

All the rest of the afternoon we stuck by our fox holes while
the German drum fire continued. The men showed no excitement. By
now they had been through enough to qualify them as veterans.

Late that afternoon I walked over and saw Major Turrill, who
was with the First Battalion about two miles over on my left. He
was all set to relieve us. I also went over and saw Major John
A. Hughes, commanding the First Battalion of the Sixth Marines,
who had made the last attack on the southern edge of Bois de
Belleau and was still holding it. Major Hughes confirmed my idea
that it was almost an impossible task to take that position by
frontal attack. He told me a lot, too, about what the German
defenses were. In that clump of woods covering a knoll a mile
long and a half mile wide, rising sharply from the fields that
surrounded it, was an outcrop of huge boulders cut with gullies
and ravines, and with underbrush so thick in it that men could
pass a few feet from each other, unseen. In that tangle were
machine-guns camouflaged behind brush heaps and woodpiles, back
of boulders and in shell proof pits under boulders. Snipers on
the ground and in the tree tops . Picked German veterans who were
fighting desperately.

I went back to the ridge after my talk with him, thankful
that I had a free hand and could hit them from the rear instead
of having to make a frontal attack."

22-4

"Night came on. I sat there under the trees, going over all
the details in my mind, waiting for four A.M. to come.

Through the dark a runner showed up, asking for me. "A
message, sir, " he said, when I called to him. I looked at my
wrist watch. Midnight. Four hours more to wait. I unfolded the
message he handed me, crouched down, and turned the light of my
electric torch on the paper. I read those typewritten lines. I
couldn't believe my eyes. It was an attack order.

My battalion was ordered to attack the Bois de Belleau FROM
THE SOUTHERN EDGE at four o'clock that morning, behind a rolling
barrage. It was signed "Harbord. " I was dumfounded. All my
plans were up in the air. I knew that piece of paper I held in
my hand meant the needless death of most of my battalion. Some
of them would have died in the attack I had planned. But now,
instead of hitting the Germans from the rear, I had to take that
battalion to a frontal attack against a prepared position.

I did the only thing left to do. I sent runners out and
called my company commanders in again. In about an hour they
came stumbling through the dark.

"The plans have been changed," I told them. "We're to make
an attack starting from the southern edge, following a rolling
barrage. The front assigned us to attack on is so wide that I'm
going to risk putting all four companies in the front line. We
won't have any supports or reserves. So it's no good sending
back word for reinforcements. 'H' hour is four o'clock."

I explained to them which companies would be formed from
right to left, told them the point designated as the jumping-off
place, the pace of the barrage, and where my P.C. would be.

When they left I felt sick. I sent a runner off to Major
Hughes, informing him of the change in plans.

I sat there thinking it over. There was nothing more to do.
The order had said that Hughes battalion of the Sixth Marines
would advance simultaneously with us on our right. Days later I
was to learn that Major Hughes never got any such order.

About three o'clock that morning the companies began to pull
out. I went on down to my new P.C. I wasn't sick any more. The
attack had to be made. That was all a man could think of, then.

I stood there under some trees by a ditch on the southern
edge of the Bois de Belleau, and in the growing light watched my
battalion march into position. It was getting lighter every
minute. Suddenly the barrage dropped, several hundred yards in
front of our lines. Half a mile in front of us, cultivated
fields stretched up in a gentle rise to meet the thick wall of
the woods. Earth flew in air as the barrage dropped into those
fields. Fifty paces ahead in the next two minutes the barrage
crawled. Amid the explosions of the bursting shells we could
hear the German machine guns in the woods come to life. They
couldn't see us yet, but they knew from the barrage that the
attack was coming."

"The barrage lifted and crawled ahead. The whistles of our
platoon leaders sounded up and down the line. The battalion rose

22-5

to its feet. Bayonets fixed, rifles at the ready, the men
started their slow advance.

I stood there watching them go forward. The Germans could
see us now. They had the range. Here and there men were
dropping. But the line went steadily on. The Germans couldn't
have had better targets if they had ordered the attack
themselves .

The barrage kept crawling on. About two hundred and fifty
yards behind it the battalion went on, men dropping, men
dropping, men dropping. Yard by yard they advanced. Minutes
after, I saw them disappear into the woods. Those woods seemed
to have swallowed up the barrage without an effort. Now they
swallowed up the battalion.

As the Marines vanished into the undergrowth beneath the
trees, the German machine-gun fire slackened. The detonations of
the barrage had ceased. Across those fields from the woods I
could distinguish machine-gun fire, rifle fire. A sudden ripping
burst of machine-gun fire would break out. That meant the
Marines were advancing on a nest. It would die down. That meant
the nest was taken.

Back across that open field wounded men began crawling to the
rear. There was a dressing station at Lucy, about a mile away.

Company runners began to come back out of the woods with
reports. Messages hastily scrawled in pencil. This objective
attained. That objective attained. Heavy casualties.

Prisoners commenced to come back. Convoys of twenty, thirty,
fifty Germans, herded along by some single Marine — generally a
wounded one at that .

They were brought to my P.C. for questioning. From my inter-
preter I learned they were the Twenty-sixth Jaeger Division,
veteran Alpine troops. Also that there were more than eighteen
hundred Germans defending Bois de Belleau. We were attacking
with about nine hundred

We cut their shoe strings and shooed them back toward Lucy!
They went contentedly enough. All of them said they were damned
tired of the war.

From time to time company runners kept coming out of the
woods with reports of objectives gained and held, about
mid-afternoon I figured it was time for me to go and take a look-
see. I left Legendre at the P.C, took Coutra with me, and went
over to the edge of the woods. There were paths I could follow
through the undergrowth.

Just inside the edge of the woods I came upon one of those
German machine-guns camouflaged behind a brush pile. Dead
Marines lay in front of it. Dead Germans lay about it. A
strange silence held in the woods.

I got out to the right of my line, where Captain Lloyd
Williams' company had gone in. They were in fox holes on the far
side of the woods. Some junior was in command. Captain Williams
had been shot early in the day, I learned. He died that night.
The youngster in command told me of the terrific fighting they'd
had. Foot by foot they had pushed their way through the under-
brush in the face of a continuous machine-gun and rifle fire.

22-6

Snipers had shot them from brush piles on the ground; from
perches high in the trees . Germans they had left sprawled on the
ground for dead as they went on, had risen and shot them in the
back .

I went on down the line. Lieutenant Cook was unwounded, but
he had lost several of his juniors and a lot of his men. He told
me the same story I had learned from what was left of Captain
Williams' company. And more.

"Whenever we took a machine-gun nest," he said, "another one
opened up on their flank. That happened many times. The second
one would never fire a shot until we had taken the first. Then
they opened up on us . "

His outfit, too, were in fox holes and waiting for the
expected German counterattack.

Farther down the line I found Captain Dunbeck and what was
left of his outfit. The same story all over again.

In his line, along the edge of the woods toward Germany, the
men were mounting captured German machine-guns against the
expected counterattack. There was plenty of ammunition for them.
They had even found baby carriages and wheelbarrows filled with
it beside the guns they had captured. Several of the juniors of
this outfit were gone, and the losses in men had been heavy.

Captain Dunbeck told me how Lieutenant Heiser had died.
Leading an attack on a German machine-gun nest, Heiser had been
literally decapitated. His head had been cut clean from his body
by a stream of machine-gun bullets that caught him in the throat.

Down on the left flank I found Captain Wass. Most of his
juniors were gone, and half his men. What was left of his
company had dug in, too, on the German edge of the woods.

Every one of those four companies had fought its way clear
through those woods, from one side to the other.

Wass told me of one of his sergeants. Leading a squad
against a machine-gun nest, the old sergeant shouted back at
them: "Come on, you sonsofbitches--you 1 ve lived too long!"

He told me of the difficulties they had in orienting
themselves in that heavy underbrush. There were no landmarks,
once you got into those woods. If you turned around twice you
lost all sense of direction and only your compass could
straighten you out .

"The German machine-gunners are braver than the infantry, "
Wass said. "But when you once get within bayonet reach of any of
them, they're eager enough to surrender."

Every one of those company commanders had been through the
same mill. Savage, deadly work at close range in a tangle of
undergrowth .

Nothing in all our training had foreseen fighting like this.
If there was any strategy in it, it was the strategy of the Red
Indian. The only thing that drove those Marines through those
woods in the face of such resistance as they met was their
individual, elemental guts, plus the hardening of the training
through which they had gone.

I passed nest after nest of German machine-guns. Out in
front of every gun lay Marines where they had fallen. Around the

22-7

guns themselves there weren't so very many dead Germans. They
had worked their guns up to the moment the Marines got among them
with the bayonet- -and then they had surrendered. Most of my
wounded had been worked out . Here and there through the woods
stretcher bearers were searching for more. There was some little
evidence of that rolling barrage under which we had advanced, in
a few shell holes and splintered trees. But not much. It hadn't
hurt the Germans enough to mention. But it had given them plenty
of notice that we were coming.

Though everywhere I could see Marines who had been killed by
machine guns and snipers, though there were plenty of dead
Germans, killed by rifle fire, nowhere was there any sign that
the Germans had stood face to face with Marines at close quarters
and fought it out. Always when it got hot and hand to hand, they
had surrendered.

But now the German artillery stepped in. They had a pretty
thorough idea of our position in those woods. About ten o'clock
that night they sounded off. They gave us an awful pounding. It
lasted for about two hours.

It was the heaviest artillery hammering I ever took in my
life. The drum fire we had stood on the ridge before we attacked
the Bois de Belleau had been child's play compared to it. High
explosives from those German hundred-and-f if ty-f ives and plenty
of seventy-sevens made a hell out of that stretch of woods.
Trees crashed, torn to splinters. Jagged limbs and jagged
fragments of steel filled the air. The sharp stench of the high
explosive choked us and started us sneezing; irritated our noses
and throats until it hurt us to breathe.

The fumes of that high explosive, heavier than air, settled
down in the fox holes in which we were stretched. They drove me
out of mine, choking and sneezing. I went over to the ditch by
my P.C. and stretched out there. Our casualties from that shell-
ing were fairly heavy. Those two hours in which the Germans had
shelled the living hell out of us, were followed by a silence as
deep as the grave .

Again the air filled with the stench of high explosives.
Again it settled, like a heavy gas, in our fox holes. Again we
choked and sneezed and had to get up, walk away, and stretch out
somewhere else. A gas mask was no good against that penetrating
stench .

The Bois de Belleau was an unforgettable sight that night. I
had dozed off in the dark during a lull. The explosions of
renewed shelling woke me to see the blackness rent and torn
everywhere with those terrific flashes of bluish flame from the
bursting shells. Si-lhouetted in that ghastly light I could see
splintered tree trunks and twisted limbs and the black mass of
the forest stretching off on both sides. Then for minutes those
flashes would come so fast that it looked as if a great ragged
searchlight was playing up and down in the dark, so continuous
would be the illumination. And all the time the shattering
impact of the bursts would hammer on your ears .

By daybreak next morning I was out on inspection again. The
woods were strangely silent. I found to my amazement that the

22-8

terrific barrage of the night before had done comparatively
little damage to our front line. It had torn the woods just
behind the line to pieces. If we'd had supports in those woods,
they would have been annihilated.

At the battle's end, the sight was awesome. Two weeks'
growth of beard bristled on their faces. Deep lines showed, even
beneath beard and dirt. Their eyes were red around the rims,
bloodshot, burnt out. They were grimed with earth. Their
cartridge belts were almost empty. They were damned near
exhausted. Past physical limits. Traveling on their naked
nerve. But every one of them was cocky--full of fight.

I lined the men up and looked them over. It was enough to
break your heart. I had left Courcelles May 31st with nine
hundred and sixty-five men and twenty six of f icers--the best
battalion I ever saw anywhere. I had taken them, raw recruits
for the most. Ten months I had trained them. I had seen them
grow into Marines .

Now before me stood three hundred and fifty men and six
officers .

Six hundred and fifteen men and nineteen officers were gone.
Some had fallen at Les Mares Farm; some in the bottleneck and on
the ridge across from the Bois de Belleau. The most of them had
gone down that morning we took the woods. Dead, or in hospitals
far to the rear.

For seventeen days--since May 31st--they hadn't had a cup of
hot coffee or a bite of hot food. They hadn't taken off their
shoes. They hadn't had a chance to wash their faces. Even
drinking water had been scarce for days . The only place they had
found any rest had been on the bare ground. For the last four
days they had even been without their packs . They had stood days
and nights of terrific shelling without a chance to hit back.
Behind an inadequate barrage, they had walked into the muzzles of
German machine-guns and had taken them. They had driven trained
German veterans out of fortified positions by frontal attack.
Most of them raw recruits less than a year before, they had
walked into the fiercest kind of woods fighting in France. In
the face of the military axiom that twenty-five per cent casual-
ties justify retreat, they had sustained over sixty per cent
casualties--and had gone ahead and gained their objectives. Those
objectives once gained, they had never given up an inch.

They had stopped the Germans at the nearest point a German
with a gun in his hand ever got to Paris after America entered
the war. At the Bois de Belleau they had done the impossible.

They had taken nearly twice their own number in German
prisoners. They had captured more than fifty German machine-guns
and half a dozen trench mortars. They had made a record that
never was passed in the World War. But they had paid for it."

Seminar Discussion:

(1) What did you find most courageous about the

Marines preparing for, and fighting this battle?

22-9

(2) Was following the General's orders to initiate a
frontal attack (knowing it was not the smart
option, with certain high casualties) an act of

moral courage? What would you have done? Major
Hughes' battalion never received the orders.

(3) Open floor for general discussion, questions, and
comments .

b. Korean War- -From T.R. Fehrenbach ' s This Kind of War

"The 5th Marines, Lieutenant Colonel Raymond L. Murray, moved
from dusty Masan in the south to Miryang. Here Murray and
General Craig discussed their attack plans, while the tired and
sweaty Marines bathed in the brownish waters of Miryang 's river,
received new clothing and equipment to replace that which had
rotted in the slime of rice paddies, and speculated on their
mission .

These men had seen only limited combat in the south, but they
had already sweated off their shipboard fat, and were beginning
to lick the heat. At first they had been no better prepared for
the violent sun than had the Army, but, like the Army, they were
adjusting .

And these men walked with a certain confidence and swagger.
They were only young men like those about them in Korea, but they
were conscious of a standard to live up to, because they had good
training, and it had been impressed upon them that they were
United States Marines.

Except in holy wars, or in defense of their native soil, men
fight well only because of pride and training--pride in
themselves and their service, enough training to absorb the rough
blows of war and to know what to do. Few men, of any breed,
really prefer to kill or be killed. These Marines had pride in
their service, which had been carefully instilled in them, and
they had pride in themselves, because each man had made the grade
in a hard occupation. They would not lightly let their comrades
down. And they had discipline, which in essence is the ability
not to question orders but to carry them out as intelligently as
possible .

Marine human material was not one whit better than that of
the human society from which it came. But it had been hammered
into form in a different forge, hardened with a different fire.
The Marines were the closest thing to legions the nation had.
They would follow their colors from the shores of home to the
seacoast of Bohemia, and fight well either place.

General Church, to whose 24th Division the Provisional Marine
Brigade was attached, considered both Cloverleaf, where the 9th
Infantry was engaged, and Obong-ni Ridge parts of the same enemy
hill mass; however, Colonel Murray asked for permission for the
Marines to reduce Obong-ni before a general assault was made upon
the Bulge. Murray felt the Ridge could be quickly and easily
reduced, and, secured, it could be used as a line of departure

22-10

for a general attack. In this he was wrong, but General Church
agreed to the proposal .

The Marine order of attack was organized. Lieutenant Colonel
Harold S. Roise's 2nd Battalion would lead, followed by 1/5 and
3/5 in that order. A little after midnight 17 August, 2/5 moved
into an assembly area in front of Obong-ni Ridge.

D and E Companies of 2nd Battalion had been selected to lead
the assault. They moved forward in the freshness of early
morning, and by 0700 were in position to see their objective, a
long, unprepossessing ridge, covered by shale and scrub pine,
with six rib like spurs running down from it into the sodden rice
paddies. Between the spurs and the low hills behind which the
Marines gathered lay a long expanse of open rice fields."

"The maps issued to the Marine Brigade, as all the maps used
by the United Nations in 1950, were based on old Japanese
surveys, and inaccurate. The Marines did not know exactly where
they were. Conferring with Captain Sweeney of Easy Company,
Captain Zimmer of Dog called the ridge "Red Slash Hill." From
the Marine attack position a fresh, gaping landslide scar could
be plainly seen in the reddish earth near the center of the
ridge .

Andy Zimmer told Sweeney, "I'll take the area right of that
red slash." Sweeney agreed. Each company would attack with two
platoons forward at 0800, after the air and artillery
preparation .

There were only 120 riflemen available to send forward in the
first assault wave.

Now, far out in the Sea of Japan, the Navy carriers Badoeng
Strait and Sicily turned into the wind and launched a total of
two squadrons of eighteen Marine Corsairs. The gull-winged
planes, clumsy under heavy bomb loads, could carry no napalm
because of a shortage of fuel tanks.

For ten minutes, artillery of the 24th Division burst on the
rear approaches to Obong-ni Ridge, and along the reverse slopes
of the ridge itself. Then, when the artillery pounding ceased,
the Marine air swarmed over the hill, blasting Obong-ni ' s spine.
Dirt, dust, and flame spurted up in great gouts all along the
ridge. To General Church, watching, it seemed as if the ridge
were floating away in smoke.

Then, their bomb load exhausted, the Corsairs roared away.
At 0800, the four thin platoons of Marines went forward, across
the valley and toward the ridge, one thousand yards beyond.

Several war correspondents, watching from the attack
positions, asked officers the name of the objective. None seemed
to know, and one correspondent wrote "No Name Ridge" on his
release .

The Marines splashed across three rice paddies and skirted a
cotton field, and they drew fire, not from the ridge, but from
automatic weapons on their flanks. The fire grew heavier, and
now gaps opened between the attacking platoons.

In spite of the fire, the platoons reached the slopes of
Obong-ni. Here mortar shells crashed down on them. And here the

22-11

ground steepened sharply, forcing the Marines to climb slowly and
painfully toward the crest.

Only one platoon, 2nd Lieutenant Michael J. Shinka ' s 3rd of
Dog Company, made the top. Just to the right of the big red
slash Shinka found a small rain gully leading upward, and through
this his men crawled, bent over, panting, to the crest. Chunky
reached the top of Obong-ni with only two thirds of his original
thirty men--while the other platoons, faced with steep ground and
heavy fire, stalled halfway up the slope.

The totality men atop Obong-ni had no protection to either
flank. They found a line of empty foxholes dug by the NKPA, and
poured into them, just as a hail of machine-gun fire whipped at
them from enemy positions to their right. And then hand grenades
soared through the air from enemy holes down on the reverse
slope .

The Marines could handle the resistance below them on the
slope, but they couldn't stop the enfilading machine-gun fire
from their right. Any man who came out of a hole was hit.
Within minutes, Mike Shinka had five men down. There were no
Marines supporting him, either to left or right. He realized the
ridge was too hot. He shouted to his platoon sergeant, Reese, to
get the wounded down, and ordered 3rd Platoon back down the hill.

Pulling the wounded men on ponchos, the Marines slithered
back down the gully to a position halfway down the hill, where
they had reasonable cover. Chunky raised his company CP by radio.

"We can reach the top and hold it," he told Zimmer, "if you
can get that flanking fire off our backs." Shinka, counting, saw
he had fifteen men left out of thirty. "Give me an air strike
and more men, and we can make it."

"I can't give you any more men, " Andy Zimmer said. "But the
air strike is on the way. "

All of the platoons of Dog and Easy had been stopped along
the ridge, and Dog's reserve had to be committed to assist the
platoon on Shinka ' s flank. Waiting for the Marine Corsairs to
return and plaster the hill, Shinka and the other platoon
officers did their best to coordinate a fresh attack.

The Marine aircraft buzzed over Obong-ni once again, blasting
the snaky spine with high explosives until the ground trembled
underfoot. When they finished, American tanks moved out into the
open valley east of the ridge line and hurled shells into the
sides and crest of Obong-ni.

The decimated Marine platoons went up the hill again. Again
the enemy fire blazed up, much of it coming from the Cloverleaf
hill complex on the north. North Koreans rushed back into their
holes along the top of the ridge, which they had abandoned under
the air strike, and rolled hand grenades down the front slope.

Again Mike Shinka and platoon were the only Marines to make
the crest. Chunky arrived this time with nine able-bodied men.
They saw moving men on the ridge to their left. The platoon
sergeant, still on his feet, called, "Easy Company? "

A blast of automatic fire answered him. "Son of a bitch!"
Sergeant Reese yelled, and returned the fire with a BAR.

22-12

Again Shinka 1 s platoon was in an untenable position, enemy
fire chopping at it from left and right, and from the reverse
slope of Obong-ni . Reese fell shot through the leg; another man
took a bullet in the stomach.

On the crest a bullet shattered Mike Shinka ' s jaw. Choking
on his own blood, he bent over and hawked to clear his throat.
He was unable to use his radio. He motioned his men to get back
down the ridge slope.

As he checked the ridge to make sure no wounded Marine had
been left behind, a new bullet took Shinka in the arm. The
impact knocked him rolling down the slope.

As Shinka and his bloody survivors crawled back to their
covered gully, a storm of fire shattered the entire Marine attack
against Obong-ni. By 1500, of the entire 240 men who had been
committed against the enemy, 23 were dead and 119 wounded in
action .

They hadn't taken Obong-ni Ridge--but a lot of them had died
trying. At 1600, Colonel Newton's 1st Battalion relieved the
battered remnants of 2/5 in front of the ridge.

In command of the 18th Regiment, NKPA, holding Obong-ni
Ridge, Colonel Chang Ky Dok knew his situation was increasingly
desperate. During the day he had suffered six hundred casual-
ties, forcing the 16th Regiment, which defended Cloverleaf, to
reinforce him with a battalion. His ammunition supply was
dwindling at a frightening rate. He had no medical supplies, and
his wounded were dying from lack of attention.

He knew he could not withstand another day of American air
and artillery pounding and a fresh Marine assault up the ridge.
Because he had a captured American SCR-3 00 radio, tuned in on
Marine frequencies, he knew that the 1st Battalion had relieved
2/5 along the front of Obong-ni, and he knew approximately where
the companies of 1/5 were located, for the Marines talked a great
deal over the air.

At last Colonel Murray had realized that Cloverleaf had to be
taken before his Marines could assault Obong-ni, and late in the
afternoon the 2nd Battalion, 9th Infantry, had pushed the 16th
Regiment from that supporting position. The American 19th and
34th regiments were pushing attacks north of Cloverleaf against
the right flank of the NKPA salient with some success.

About to be flanked, Chang Ky Dok requested permission to
withdraw west of the Naktong. The request was denied.

Colonel Chang, as all senior commanders of the Inmun Gun, was
a veteran of Soviet schooling and the North China wars. He knew
his only hope was to shatter the American attack before it
started on the 18th. He was short of men, short of food, and,
worst of all, low on ammunition. But he could still place
superior combat power against the thin Marine lines in front of
him at places of his choosing. As dark fell 17 August, he chose
to attack.

A and B Companies, 1/5 Marines, had relieved the decimated
2/5 during the late afternoon of 17 August and continued the
attack. They had taken two of the knobs of the Obong-ni ridge
line, and with dark, they buttoned up for the night. They

22-13

adjusted artillery on likely enemy avenues of approach, and in
front of their own lines they strung wires to trip flares. They
expected a strong enemy reaction by night--but they did not
realize that the enemy, monitoring their radio, knew exactly how
they were positioned.

At 023 0 a green flare rose high over the dark and blasted
mass of Obong-ni, and the night exploded into a continuous flare
of light and noise. Enemy squads rushed down upon the Marines,
hurling grenades and firing automatic weapons furiously. As each
squad dashed forward a little way, then hit the ground, fresh
squads repeated the attack.

Screaming and firing, the North Koreans pushed into A
Company, passed through, and slammed against B Company's perime-
ter. One platoon of Able was isolated, but the separate platoon
positions held together. Finally, Able was forced to retreat off
its knob, moving back down the slope into a saddle.

Against Baker's perimeter the North Korean attack broke. For
three quarters of an hour it was touch and go, violent, close-in
fighting raging over the ridge knob. Then, gradually, the North
Korean assault faltered.

Within two hours, it was growing light, and the assault ended
completely as the sky brightened to the east. In the early,
shadowy daylight the Marines counted almost two hundred North
Korean corpses sprawled in front of the two companies' positions.
The number of wounded who had crawled or been carried away could
only be estimated- -but the 18th Regiment was shattered beyond
repair .

But the cost had not been light. Half of the Marines who had
watched the evening sun go down were no longer on their feet.

With daylight, those who were took up the attack once more,
following the path of the enemy's withdrawal. Soon, a machine-
gun held up Abie's advance.

Captain John Stevens of A called for an air strike on the
gun's position. But the gun was only one hundred yards in front
of his men, and Battalion HQ refused to allow the Corsairs to
strike so close to its own troops. Stevens argued. He said he
couldn't go forward against the dug-in fire, and he would lose
men trying to withdraw. He said his own men were in holes.
Finally, Battalion agreed.

The Corsairs, piloted by men who were also ground officers,
took no chances. One plane marked the target with a dummy run;
another whistled in with a 500-pound bomb. The hillside
surrounding the NKPA machine gun blew up with a tremendous wave
of sound.

Stevens ' Marines pushed into the smoke and falling rock and
earth. They found the gun destroyed, and gunners dead of concus-
sion. One of their own men had been killed, too--but a few
minutes later they had the hill.

While 1/5 mopped up on part of the ridge line, Colonel Murray
sent 3/5 into action on its north. The 3rd Battalion moved in
rapidly, almost without opposition.

Behind Obong-ni, hundreds of defeated and demoralized North
Koreans were streaming westward toward the Naktong. Now the
artillery forward observers and the tactical aircraft overhead

22-14

began to have a field day. Forced into the open by advancing
Marines, dozens of enemy troops were brought under fire and
killed.

By afternoon, 18 August, it was obvious to all that the NKPA
4th Division was in full flight. Marines and soldiers pushed
westward, converging on the river, while artillery fell continu-
ously on the Naktong crossings. Early on the 19th, Marines and
troops from the 34th Infantry made contact on the riverbank; by
that evening patrols could find no enemy east of the Naktong.
The first battle of the Naktong Bulge had ended in complete
American victory.

Less than 3,000 men of the NKPA 4th Division went back across
the river. Its regiments had only from 300 to 400 effectives
each. Almost equally important, the 4th Division had left its
guns: 34 artillery pieces, hundreds of automatic weapons,
thousands of rifles. For all practical purposes, the "Seoul"
Division had been destroyed.

The fire brigade had arrived. It had been burned in the
flames, but the fire was out.

It was a bitter moment for Major General Lee Kwon Mu, Hero of
the North Korean State, when, on 19 August 1950, he received from
Kim II Sung the order, published several days before, that
designated the 4th a Guards Division for its heroic
accomplishments at Taejon."

Seminar Discussion:

(1) What was the greatest act of courage? Was it
moral courage, physical courage, or both?

(2) What operational lessons can be drawn from the
North Korean commander's possession and use of the
Marine Corps radio?

(3) Open the discussion to general comments,
observations and questions.

Note: This Kind of War is one of many excellent books from the
Commandant's Professional Reading List. If you appreciated this
reading, other books on the Commandant's Professional Reading
List will provide you with hours of reading enjoyment, and
operational lessons that will improve your personal warrior
skills .

c. Vietnam--From Guidebook for Marines , Fourteenth
Revised Edition

"In December 19 67, Marine Corporal Larry E. Smedley led his
squad of six men into an ambush site west of the vital military
complex at Da Nang in South Vietnam. When an estimated 100 enemy
soldiers were observed carrying 122mm rocket launchers and
mortars into position to launch an attack on Da Nang, Corporal

22-15

Smedley courageously led his men in a bold attack on the enemy
force which outnumbered them by more than 15 to 1.

Corporal Smedley fell mortally wounded in this engagement and
was later awarded the Medal of Honor for his courageous actions."

"Private First Class Melvin E. Newlin was manning a key machine
gun post with four other Marines in July 19 67 when a savage enemy
attack nearly overran their position. Critically wounded, his
comrades killed, Private Newlin propped himself against his
machine gun and twice repelled the enemy attempts to overrun his
position. During a third assault, he was knocked unconscious by
a grenade, and the enemy, believing him dead, bypassed him and
continued their attack on the main force. When he regained
consciousness, he crawled back to his weapon and brought it to
bear on the enemy rear, inflicting heavy casualties and causing
the enemy to stop their assault on the main positions and again
attack his machine gun post. Repelling two more enemy assaults,
Private Newlin was awarded the Medal of Honor for his courageous
refusal to surrender his position or to cease fighting because of
his wounds . "

"In June 1966, Staff Sergeant Jimmie E. Howard and his recon-
naissance platoon of 18 men were occupying an observation post
deep within enemy controlled territory in South Vietnam when they
were attacked by a battalion size force of enemy soldiers. During
repeated assaults on the Marine position and despite severe
wounds, Staff Sergeant Howard encouraged his men and directed
their fire, distributed ammunition, and directed repeated air
strikes on the enemy. After a night of intense fighting which
resulted in five men killed and all but one man wounded, the
beleaguered platoon still held its position."

"Later, when evacuation helicopters approached the platoon's
position, Staff Sergeant Howard warned them away and continued to
direct air strikes and small arms fire on the enemy to ensure a
secure landing zone. For his valiant leadership, courageous
fighting spirit, and refusal to let his unit be beaten despite
the overwhelming odds, Staff Sergeant Howard was awarded the
Medal of Honor."

Seminar Discussion:

(1) Discuss the moral courage that drove Corporal
Larry Smedley to attack an enemy force 15 times

stronger than his own.

(2) Where do you believe courage such as Private First
Class Melvin Newlin 's grew from? Was it a strength
that developed though training and discipline?

Respect and duty to his country? Your opinions
please . . .

22-16

(3) Discuss the courage that motivated Staff Sergeant
Jimmie Howard to warn away helicopters that would
take him to safety. Was this an act of moral or
physical courage?

(4) Open the seminar to general comments, observations
and questions.

d. Summary. Have different members of the seminar group
answer the following questions, using examples from the readings
as appropriate. Answering these questions as a seminar, will
ensure the important points of this chapter are brought together.

(1) Define courage.

(2) Give examples of physical and moral courage.

(3) How is courage and character developed by the
Marine Corps?

(4) What effect did studying examples of Marine Corps
courage have on your feelings for God, Country,

and the Corps? Do you feel stronger, and more
capable as a warrior?

6. Appendices. None.

22-17

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

LEADERSHIP TRAINING

"An army of deer led by one lion is more feared than an army of

lions led by one deer."

1. Introduction . As SNCOs and officers, you are the leaders of
the Marine Corps. The ability to lead is not inherently bred
into your character, it is a skill you develop with experience.

2. Overview . The purpose of this discussion is to give you an
understanding of how to effectively conduct leadership training.

3. References . MCO 5390.2.

4. Discussion Leader Notes. N/A

5 . Discussion

a. Leadership training goals. The primary goal of Marine
Corps leadership training is "to develop the leadership qualities
of all Marines to enable them to assume progressively greater
responsibilities to the Marine Corps and society. " The secondary
goal is to enhance mission accomplishment and troop welfare.
There are several ways to accomplish this.

(1) Foster the constant application of leadership
principles by all Marine leaders, particularly leadership by
example .

(2) Develop proper moral and ethical behavior.

(3) Promote fair treatment for all Marines with special
emphasis on equal opportunity and prevention of sexual
harassment .

(4) Improve personal and performance counseling.

(5) Develop the team concept and stress teamwork in daily
activities to reinforce the team concept.

(6) Improve leadership instruction in the formal schools.

23-1

b . Marine Corps ' policy on leadership training . The
following policies apply to all leadership training programs:

(1) Commanders are responsible for leadership training.
Paragraph 1100 of the Marine Corps Manual provides the guidelines
for the Marine Corps' leadership goals.

(2) All Marines, officer and enlisted, will participate
in leadership training. There are no set number of hours in which
leadership training can be accomplished. Most leadership
training can be foreseen and scheduled in a leadership training
plan .

(3) Some leadership training results from the leader's
recognition of potential problems, real or perceived.

(4) Leadership training will emphasize the dignity of
each individual Marine and the quality of human understanding.

(5) Leadership training will be conducted in accordance
with recognized and proven traditional military techniques and
principles. Commanders must guard against the employment of
training techniques inconsistent with Marine Corps policies and
mission-oriented approach. The techniques that are specifically
forbidden are listed in detail in MCO 5390.2.

c . Responsibilities and duties of those individuals involved
in leadership training. Responsibilities for leadership training
are broken down into three categories . They are the duties of
the commander, instructors, and trainees.

(1) Duties of the commander include developing plans and
programs, providing guidance, selecting training goals,
allocating resources, training instructors, and evaluating the
training .

(2) Duties of the instructors encompass preparing,
conducting, and evaluating the training. Additionally they are
responsible to their commanding officers to report on training
status, recommend activities, and gather resources.

(3) The trainee must understand the importance of the
training, understand what is expected from him or her, and ensure
he/she is free of mental or physical distractions. Furthermore,
they must self motivated to seek opportunities to practice this
leadership training.

23-2

d. Developing a leadership training plan. MCO 53 9 0.2
requires commanders to prepare a leadership training plan.
Although it does not provide a specific list of topics, it
outlines the training guideline and how it will be integrated
into all other training .

Because the order does not specify leadership training
topics, commanders have great flexibility in selecting topics to
teach. As times change, inevitably, topics change. What was once
a non-issue may become an issue and something that needs to be
implemented into the training plan. For example, 10 years ago,
sexual harassment was not an issue. Now, after a number of
recent incidents, sexual harassment has become a major issue and
something that all leadership training plans address.

e. Required leadership training topics . Although MCO 53 90.2
doesn't specify training topics, there are some topics that are
directly related to the leadership training goals that are
required by other regulations. The leader should consider
including these topics in his/her leadership training plan. Not
only will their inclusion enhance the accomplishment of the
leadership training goals, but it will also fulfill the related
training requirements. Required topics and their applicable
orders are :

(1) Sexual harassment - MCO 5300.10

(2) Essential subjects - MCO 1510.2 (Includes the Code of
Conduct and military law/UCMJ, history, customs, and courtesies,
close order drill, interior guard.)

(3) Troop information program - MCO 1510.25 (Includes
drug abuse, equal opportunity, personal affairs, character and
moral education, and personal conduct.)

(4) Equal opportunity - MCO 53 54.1

Periodically, additional requirements for leadership-related
training are addressed in CMC White Letters, ALMARs , and
messages .

f. The training plan. Any training plan should be oriented
to fulfilling the Marine Corps' leadership training goals. In
doing so, it should meet the unit's specific needs, fulfill each
Marine's needs, and develop each Marine's leadership abilities.

23-3

There are four characteristics of a unit which indicate
success or failure in the unit's leadership. They are morale,
esprit de corps, discipline, and proficiency. These indicators
can be used as a gauge for measuring the unit ' s leadership
effectiveness and assist in determining its leadership training
requirements. By using these indicators as an evaluation tool,
leaders can determine their unit ' s leadership needs and develop a
training program to fulfill those need.

g. Preparing the leadership plan. There are eight basic
steps in developing a leadership training plan. They are:

(1) Analyze . This step is the responsibility of the
commander and can be called his/her estimate of the training
situation. When developing a unit's leadership training program,
the analysis should consider the unit's mission, size, leadership
needs (unit's and individual's), guidance from higher
headquarters, desired training goals, resources available,
teaching ability of instructors, and methods utilized.

(2) Plan. The commander produces a leadership training
plan based on Marine Corps leadership philosophies, policy
guidance, historical references, and personal experiences of the
commander. Additionally, the plan needs to take into account the
unit's activity schedule, operational requirements, and
resources .

(3) Provide/direct . The commander provides the plan to
those who need it for execution, directs them to execute the
plan, and provides the resources required for its execution.

(4) Prepare/ schedule/announce . The instructor receives
the plan and reviews it for specific guidance and publishes the
training schedule. He or she then conducts research and confirms
availability of resources, supervises the rehearsals, and
provides feedback to the commander.

(5) Conduct . The instructor then conducts the leadership
training according to his/her schedule and resources available.

(6) Supervise/ inspect . Both the commander and instructor
are responsible for supervising/ inspecting training. The
commander supervises the program by conducting inspections during
scheduled events and by observing his/her command. The
instructor supervises the program by attending classes, checking

23-4

reports and records, and providing feedback to the commander for
evaluation .

(7) Evaluate . The commander and the instructor must
evaluate the program's effectiveness by any means available.
Reviewing reports and records is not sufficient. The true
evaluation stems from how much the program enhances the
accomplishment of the leadership training goals by meeting the
needs of the unit.

(8) Correcting . Again, both the commander and instructor
are responsible for making corrections in the training program.
The instructor evaluates his execution of the program, takes
whatever corrective action he/she can within his/her purview, and
provides feedback to the commander.

These steps are not necessarily completed in a step-by-step
sequence, but are accomplished in a continuous cyclical fashion.
For example, after you have conducted (implemented) the training,
you supervise the implementation, evaluate the effectiveness of
the training, and make corrections. You continue this process
which enables you to catch errors in training content or keep up
with changes.

h. Implementing leadership training. Leadership training
should be accomplished using the method best lending itself to
the topic and situation. The real importance lies not in the
method itself, but in how well the method achieves the
instructional goal. Some of the most effective methods of
presenting training are given below.

(1) Lecture - This technique is good if you have a lot of
information and a short period of time to present it. It is good
for a specific topic or for inexperienced audiences.

(2) Guided discussion - This is used for a more in-depth
discussion of a topic; or to get an answer for groups with
similar rank (e.g., NCOs, SNCOs , or officers); or when working on
a unit problem solving situation.

(3) Panel discussion - This is used to gain insights from
personnel with greater experience or a particular expertise.

(4) Case studies - A case study is used for classroom
simulation to gain a more realistic learning experience. The

23-5

difficulty with this technique is available "cases" and good
examples of solutions that enhance the study.

(5) Practical application - This is used for developing
command presence and confidence. It allows for the trainee to
get hands-on practice which translates to better understanding
and ultimately, enhances learning.

(6) Social gathering's - Leadership training can be
accomplished by informal gatherings of seniors and subordinates
during officers' call, mess nights, and other unit activities.

Not all techniques are suitable for all subjects and audiences.
Each topic must be packaged for presentation based on the needs
of the unit /audience .

i . Integrating leadership training into other types of
training . There are many ways to integrate leadership training
into other types of training. It is up to the commander to come
up with ways to combine training; integrating leadership training
is limited only by the commander's imagination. Some ways to
integrate leadership training are:

(1) Have subordinates perform the duties of the next
higher grade or position. For example, have a platoon sergeant
perform some of the duties of the company gunny, or have a squad
leader perform the duties of the platoon sergeant. Not only will
MOS training be accomplished, but leadership training as well.

(2) Give subordinates tasks in areas where they have
expertise. For example, assign a sergeant as a rifle coach who
has interest in and is an expert rifleman, or, encourage your
radio operator to instruct radio procedures.

(3) Schedule exercises in a progressive manner starting
at the lowest section/team level with the stated purpose of
concentrating on developing leadership skills.

(4) Do not always lead yourself. Put the weakest map
reader in front until he/she improves and try to give everyone a
chance. Anyone who blindly follows a mistake shares in the guilt
of the mistake.

j . Evaluating a leadership training program's effectiveness.
The commander cannot wait for an inspector to advise that his/her
leadership training program is ineffective. To properly evaluate

23-6

the program, the commander must have constant feedback so he/she
can initiate appropriate corrective action. General Bruce C.
Clarke, USA (Ret) , "A Study in Leadership and Training, "
provides a few words of advice that are appropriate:

An organization does well only those things the boss checks.

You have to go after the facts. They won't come to your
office .

Learn to be a good competent inspector. Those things not
inspected are neglected.

Good training starts with good training management.

The commander has records to aid in evaluating or recording
the unit's leadership training. The leadership training order
states that, "Commanders will maintain only such records as they
deem necessary to conduct and manage leadership training within
their unit." Some suggestions are:

(1) Maintain a leadership training plan

(2) Publish a schedule of leadership classes, to include
topics, hours, and instructors

(3) Maintain a file of attendance rosters

(4) Maintain a file for lesson guides and training aids

(5) Schedule concurrent / integrated leadership
exercises /classes

(6) Records can be studied and compared to the master
plan as an indication of whether the plan is being executed as
planned, who is being or has been trained, and what subjects are
being covered or emphasized. These records cannot provide a
complete evaluation of the training program's effectiveness. In
addition, the commander must observe the unit in action on a
daily basis and receive feedback from his subordinates to get a
more accurate picture of the effectiveness of the training
program .

6. Summary . Leadership training is not merely a skill but an
art. Due to the diverse roles and mission of the Marine Corps,
Commanders must pay special attention to the leadership needs of
their subordinates. It is critical to both morale and unit

23-7

effectiveness that leadership training be implemented into a
unit ' s training schedule.

6 . Appendices N/A

23-8

)

UNITED STATES MARINE CORPS
Marine Corps University
User's Guide to Marine Corps Values

DISCUSSING FAMILY READINESS

1. Introduction . Members of the United States Marine Corps are
in a continuous state of readiness . When you became a member of
the Corps, you made a commitment to protect, honor and serve your
country. That commitment includes the possibility of overseas
deployments and operational deployments on short notice such as
the Desert Shield/Desert Storm Operation. Family readiness and
unit readiness go hand in hand. They are inseparable and cannot
exist without each other. Family readiness is the personal
responsibility of each and every Marine. It takes time and
effort to make sure your loved ones are ready for your
deployment. That effort is rewarded with the peace of mind that
comes from knowing that your loved ones and your property are
secure. Every Marine can benefit from making plans and
arrangements for the care of loved ones' financial matters, legal
matters, and medical needs. Family readiness plus unit readiness
equals mission accomplishment.

2 . Overview. The purpose of this discussion guide is to
emphasize and reinforce that family readiness is the personal
responsibility of each and every Marine, not just commanders.

3 . References

Mission: Readiness, A Personal and Family Guide
What's Next, A Guide to Family Readiness for the U.S. Marine
Corps

4 . Discussion Leader Notes

a. In preparing for this discussion, review in detail the
references identified in paragraph 3 and any other directives
your command may have on family readiness. It would also be a
good idea to talk to your Key Volunteer representative and
receive a brief on your unit's Key Volunteer Program. There will
undoubtedly be questions raised during the discussion on the role
that the Key Volunteers play during the deployment. Visit the
Family Services Center and familiarize yourself with the services
they provide before, during, and after the deployment. The
references used to create this discussion guide can be found at

24-1

the Family Service Center. The better prepared you are, the
more successful and informative your discussion will be.

b. Remember, the emphasis of this discussion should be on
personal responsibility for family readiness. All too often,
Marines get the idea that it is a command responsibility to
prepare their families for deployment. Emphasize that it is the
command's responsibility to provide the time and the tools to
prepare, but it's the individual Marine who must ultimately get
the job done.

5 . Discussion

a. Pre-deployment Phase. What should I do to prepare my
family for deployment? This is the question most prevalent in
the minds of young Marines, whether they are married or not.
Most are having a difficult time adjusting to military life in
general . The prospect of having to deploy and leave behind a
young wife and child and/or personal property can be scary. The
answer to the question and the key to successful preparation is
Readiness Checklist. The Readiness Checklist that will be used
in this discussion guide can be found in the first reference. I
order to generate discussion on these topics and not turn the
discussion into a lecture, ask your Marines what they think
should be included in each section. At the conclusion of each
section provide them with the list so they have it for future
reference. A good readiness checklist should include (at a
minimum) sections on:

(1) Personal matters, such as:

(a) Complete a personal information page.

(b) Discuss communication during deployment.

(d) Prepare a Family Care Plan.

(e) Obtain or update ID cards for each family member

(f) Complete an Emergency Information Worksheet.

24-2

(g) Discuss feelings and include children in the

discussion .

(h) Discuss benefits and assistance.

(2) Legal matters, such as:

(a) Create or update a will.

(b) Designate a power of attorney (discuss different
types of power of attorney and the dangers of issuing a general
power of attorney) .

(c) Complete an estate plan (an estate plan allows
you to decide how your property will be transferred in the event
of your death) .

(d) Designate legal guardians for children.

(e) Complete a Personal and Family Documents

Worksheet .

(f) Safely store important documents.

(g) Complete a property worksheet.

(h) Make sure your Record of Emergency Data is

accurate .

(3) Financial Matters, such as:

(a) Discuss financial matters with loved ones.

(b) Establish needed allotments.

(d) Make sure SGLI is updated (it should be crystal
clear in the minds of every Marine where the money goes in the
event of their death. If the Marines have not elected the full
coverage of $200,000, stress the importance of doing so and make
them understand that $100,000 does not go far in today's economy,
The bottom line should be; take care of the family) .

24-3

(e) Make sure every family member is enrolled in

DEERS .

(f) Learn about local medical and dental care.

(g) Make arrangements for paying bills (especially
single Marines) .

(4) Practical matters, such as:

(a) Put security measures in place.

(b) Check smoke detectors and replace batteries, as

needed .

(c) Make sure appliances are in good repair. Find a
reputable repairman in your area in case repairs are needed.
Remember, for the most part this will be a stranger entering your
home while you are gone. Do some research.

(d) Make sure automobiles are in good repair. Find a
reputable service center in your area in case repairs are needed.
Fly-by-night service centers who advertise great deals for
service generally make up their loss in unwarranted repairs. Do
some research.

(e) Make arrangements for moving if necessary. If
you are on a base housing list, Murphy's Law dictates that your
house will become available while you are deployed. Nothing can
ruin your spouse's joy of getting a home faster than being
unprepared for this situation. Visit your base housing office
and find out if housing may become available during your
deployment. Visit the Transportation Management Office with your
spouse so he/she knows who to go to in the event that you have to
move during the deployment.

(f) Make a list of health care providers who handle
Champus or Tri-Care and United Concordia Dental claims .

b. Deployment Phase. The key to success during this phase
is communication. An overseas deployment can be an exciting time
for a young Marine who has never traveled abroad. His or her
whole world is opening up before them and it can be a great
experience. Meanwhile, back on the homefront, mom or dad is
handling the daily stresses of taking care of a family. In the

24-4

case of single Marines, there are parents who are worried about
the safety of their son or daughter who is in a foreign land,
possibly in harm's way. Marines need to always be cognizant of
those they left behind. The surest way to alleviate the fear of
family members is communication. Communication can take place
through a number of different means. The following are a few
examples that are time-tested:

(1) Letters--most people hate to write however, this is
the most inexpensive and least inconvenient form of
communication. Sometimes a simple note that says, "I'm doing
well. I love you and miss you" is all that it takes.

(2) Gifts--a little inexpensive gift from a foreign
country will go a long way towards letting a loved one know you
are thinking of them.

(3) Phone Calls--phone calls can be expensive and often,
young Marines go into debt by abusing their phone card. This is
the best form of communication when tempered by common sense.

(4) Audio and videocassettes--someone in the unit will
have an audio or videocassette recorder. Purchase a blank tape
and send an audio message home or videotape some of the places
you have been. Include yourself in the tape. This is
particularly effective with children who don't understand where
there parent has gone .

(5) Photos and art--these can serve the same purpose as a
video if a recorder is not available.

(6) Messages--can be sent through a number of means which

include :

(a) E-mail

(b) Western-Union

(d) MARS Gram

c. Post deployment. Post deployment can be just as
stressful on families as pre-deployment . Take it slow. Marines
need to understand that things have changed. Spouses

24-5

(particularly wives) have been forced to attain a level of
independence that allowed them to accomplish the duties of both
parents . Routines have been established that will take time to
adjust. Do not force things back to the way they "used to be."
This can create resentment and ruin the homecoming. Children
have changed and need time to adjust to the changing situation.
Six months or a year to a child is a lifetime. Easing oneself
back into his/her former role can reduce confusion on the part of
the child. There will be plenty of time to talk about the
deployment in the days to come. Listen to your spouse.

d. Summary . Young Marines often view themselves as
"indestructible." Belonging to the world's greatest fighting
force, training, and the simple fact that they are young, are all
contributors to this attitude. In preparing for deployment, they
are sometimes hesitant to deal with issues and concerns that
relate to their death and how their family will be cared for in
the event of their death. Marine Corps leaders at all levels
must force the issue and ensure that all Marines understand that
family readiness is a personal responsibility.

6 . Appendices . None

24-6

)

UNITED STATES MARINE CORPS

Marine Corps University
User's Guide to Marine Corps Values

DEFINITIONS: To ensure uniformity of understanding of the terms that have special
significance and/or meaning relative to the Marine Corps Values Program and the provisions of
this manual, the following definitions are provided. (Terms that have special meaning relative to
specific chapters of this manual are defined in those chapters.)

Action Steps. Task-oriented steps; manageable and logically sequenced tasks; the effort
required to achieve the objective.

Affirmative Action (AA). Methods used to achieve the objectives of the Military Equal
Opportunity (MEO) program. Processes, activities, and systems designed to prevent, identify,
and eliminate unlawful discriminatory treatment as it affects the recruitment, training, assignment,
utilization, promotion, and retention of military personnel.

Affirmative Action Plan (AAP). A management document consisting of formalized
affirmative actions that contain quantifiable goals and milestones, utilized to create movement
towards the accomplishment of equal opportunity program objectives.

Analysis of Variance. Summary of specific problems encountered, actions taken during
the reporting period to counter problems, and additional resources needed for goal achievement.

Bedrock. Fundamental principles.

Bias. A mental leaning or inclination: partiality: prejudice.

Category. A specifically defined division in a system of classification.

Character. Character is that set of peculiar qualities impressed by nature or habit on a
person which distinguish him or her from others.

Character Development. Is the process of drawing out of or impressing a set of peculiar
qualities on a person, which distinguish him or her from others.

Commitment. The spirit of determination and dedication within members of a force of
arms that leads to professionalism and mastery of the art of war. It leads to the highest order of
discipline for unit and self; it is the ingredient that enables 24-hour a day dedication to the Corps
and Country; pride; concern for others; and an unrelenting determination to achieve a standard of
excellence in every endeavor. Commitment is the value that establishes the Marine as the warrior
and citizen others strive to emulate.

Confidence. A feeling of assurance; of self-assurance.

Cornerstone. The indispensable and fundamental basis.

Courage. The heart of our Marine Corps Core Values, courage is the mental, moral, and
physical strength ingrained in Marines to carry them through the challenges of combat and the
mastery of fear; to do what is right; to adhere to a higher standard of personal conduct; to lead by
example, and to make tough decisions under stress and pressure. It is the inner strength that
enables a Marine to take that extra step.

Discipline. Training expected to produce a specific type of pattern of behavior; training
that produces mental or moral improvement.

Discrimination. An act, policy or procedure that arbitrarily denies equal opportunity
because of race, color, religion, sex, age or national origin to an individual or group of individuals.

Ethics. A principle of right or good behavior. The rules or standards of conduct
governing the members of a profession.

Equal Employment Opportunity (EEO) Program. The comprehensive program through
which the Marine Corps implements its policy to provide equal opportunity in employment for all
qualified civilian personnel.

Equal Opportunity. The right of all persons to participate in, and benefit from, programs
and activities for which they are qualified. These programs and activities shall be free from social,
personal, or institutional barriers that prevent people from rising to the highest level of
responsibility possible. Persons shall be evaluated on individual merit, fitness, and capability,
regardless of race, color, sex, national origin, or religion.

Equal opportunity in Off-Base Housing. The portion of the Marine Corps Equal
Opportunity Program that supports the Department of Defense (DoD) and the Marine Corps goal
to eliminate discrimination against military and DoD civilian personnel in off-base housing
worldwide.

Equal Opportunity Program. The cumulative efforts and actions of Marines to achieve
equal opportunity. These efforts range from positive and planned actions to attain stated equal
opportunity objectives, goals and or milestones outlined in a formalized Affirmative Action Plan
to the integration of equal opportunity considerations into the decision making process of
management and command actions.

Ethnic Group. A segment of the population that possesses common characteristics and a
cultural or natural heritage significantly different from the general population.

Human Relations. The social relations between human beings; a course, study or program
designed to develop better interpersonal and intergroup adjustments.

Goal. The objective toward which an endeavor is directed.

Honor. The bedrock of our character. The quality that guides Marines to exemplify the
ultimate in ethical and moral behavior; never to lie, cheat, or steal; to abide by an uncompromising
code of integrity; to respect human dignity, to have concern and respect for each other. The
quality of maturity, dedication, trust, and dependability that commits Marines to act responsibly;
to be accountable for actions; to fulfill obligations; and to hold others accountable for their
actions.

Individual Actions. Voluntary efforts by Marines to apply their leadership training outside
the classroom, beyond what is normally expected of their grades and duty assignment.

Institutional Discrimination. Policies, procedures and practices which, intentionally or
unintentionally, lead to different treatment of selected identifiable groups, and which, through
usage and custom, have attained official or semiofficial acceptance in the routine functioning of
the organization/institution.

Integrity. Firm adherence to a code or standard of values.

Judgment. The capacity to make sound and reasonable decisions: good sense.

Leadership. Capacity or ability to lead.

Marine Character. The character of a Marine is unique among the citizens of the world.
What makes Marines different is a specific combination of common building blocks, yet the
individual personality of each is preserved. Marine Character is a blend of the natural qualities the
individual possess that are reinforced by the inculcation of a heritage and tradition-rich set of
values which have served Marines well for more than 220 years.

Mentor. A wise and trusted teacher or counselor.

Milestones. Measurements of projected progress in terms of quantifiable values or points
in time when a task should be accomplished.

Minority. A group differing from the predominant section of a larger group in one or
more characteristics, e. g. ethnic background, language, culture or religion, and as a result often
subjected to differential treatment. Race and ethnic codes of a minorities are published in the
current edition of MCO P1080.20(JUMPS/MMSCODESMAN).

Mission. A combat operation assigned to an individual or unit.

Moral. Of or concerned with the principles of right and wrong in relation to human
action and character.

Objective. Defines the basic result desired.

Philosophy. A system of fundamental or motivating principles: basis of action or belief.
Physical. Of or relating to the body.

Prejudice. The holding of a judgment or opinion without regard to pertinent
fact—typically expressed in suspicion, fear, hostility, or intolerance of certain people, customs,
and ideas.

Principles. A rule or standard of good behavior; moral or ethical standards or judgments
as a whole.

Proposed Corrective Action. Identifiable corrective plan for the achievement of a goal.

Quota. A proportional share; the highest number or proportion of people, permitted
admission.

Race. A division of human beings identified by the possession of traits that are
transmissible by descent and that are sufficient to characterized persons possessing these traits as
a distinctive human genotype.

Religion. A personal set or institutionalized system of attitudes, moral or ethical beliefs,
and practices that are held with the strength of traditional religious views, characterized by ardor
and faith, and generally evidenced through specific religious observances.

Reprisal. Taking or threatening to take an unfavorable personnel action or withholding
or threatening to withhold a favorable personnel action, or any other act of retaliation. Against a
military member for making or preparing a protected communication.

Sexual Harassment. Influencing, offering to influence, or threatening the career, pay, or
job of another person in exchange for sexual favors; or deliberate or repeated offensive
comments, gestures, or physical contact of sexual nature in a work or work-related environment.

Whole Marine Development Concept. The concept of centralizing, consolidating, and
coordinating the implementation of all those programs, policies, directives, and initiatives that
affect the character development of the individual Marine.

Social. Living in an organized group.

Spiritual. Of, relating to, consisting of, or having the nature of spirit; of concern with or
affecting the soul.

Trust. Total confidence in the integrity, ability, and good character of another.

Values. Principles, standards, or qualities.

Violate. To break (the law) intentionally or unintentionally, to injure the person or
property of.

Vision. The way in which one sees or conceives of something.

(

)

VE 23 .M16 1996

Marine Corps values and
leadership

SEB 5070/2 (1/97)

MHRQ6'99

pt£*SC KEEP THIS CMS IS TUV umw
.OjHWS aiTO 1S31V7 3H1 W 300 SI JODS fiwi

MARINE CORPS UNIVERSITY LIBRARY
2040 Broadway Street
Quantico, VA 221 34-51 07

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